[Project Name] project - Business Case Summary
[Note: Hints & Tips are provided through out this template & are shown in blue italic. Please delete these when you no longer require
them, and in advance of submitting for approval consideration.]
Project ID :
Short Name:
Department/ School/ Faculty:
Dean/ Chief Officer approver:
Project Sponsor:
EOG Champion:
Project Manager:
Project Type/ Category:
Total Estimated Operational Costs:
Level of Funding Secured:
[Project ID Number – as provided by PMO]
[Project Name]
[Department / School / Faculty Name]
[Name & Title of approver]
[Sponsor Name / Role in TCD]
[EOG Champion Name / role in TCD]
[Name, role in TCD ]
[Operational/ Change Management/ Legislative/ External/ New Build
/Refurbishment /IT / Audio Visual / Infrastructure]
[€€€ - over X years]
[€€€ - total of funding secured as per Financial Plan or Funding Model]
Total Project Cost:
Approved Project Spend:
Seeking approval to spend:
Document Version
Issued Date:
[€€€ –total project estimated cost including as per Financial Plan]
[€€€ Total Project Spend Approved to date]
[€xxx – to get to Stage [?]
[e.g V0.1 must match filename]
[ DD/MM/YY]
Prior sign off, Review and Information
Prior to submission into the approval & prioritisation process, key stakeholders
in other business areas directly involved in delivery of this proposal or on whom the project is dependent, should review or
approve this submission primarily from the perspective of their relevant business area / project role.
[Note: Please review the table below & complete / update / delete key stakeholder details, as appropriate for your project]
Key stakeholder/Dependency area
Finance Rep / Contact name
ISS Rep / Contact name
E & F Rep / Contact name
Disability Services Rep / Contact name
HR Partner / Contact name
Space Allocation
[Project ID]
Role
Verify Financial plan and Funding details
Verify IS costs
Verify E & F costs
Action
Review Date
Approve
Approve
Approve
Approve
Review
Approve
DD/MM/YY
Slide 1
[Project Name] Background & Objectives
Background / Problem to be resolved
Project Objectives / Purpose
[Note: provide a brief outline of the background of why the project
is being considered, the severity of the problem the project has
been set up to solve, and other information that will support the
readers understanding of the requirement and its priority.]
[Note: What is this project trying to achieve? Provide a brief overview
of project objectives/ purpose including information on timeline for
delivery, quality to be met, risk and benefit performance goals, and
the impact of the project in the medium term (5-15 years).
The objectives / purpose of the project should be consistent with the
TCD strategy/business plans. The project objectives should be Specific,
Measurable, Achievable, Realistic and Time-constrained (SMART).]
The background to this project is…..
•
•
•
The Project Objectives /Purpose are
•
•
•
[Project ID]
Slide 2
[Project Name] Alignment to TCD Strategic Plan
TCD 2014-2019 Strategy.
List specific areas where this proposal
aligns with the TCD strategy
CSFs and KPIs necessary for this
proposal to be successful
[Note: This slide should clearly show the
alignment of project proposal against
College strategy. See the Business case
template document for further
information.
In this Column, extract and list the sections
from the TCD strategy that this proposal
aligns to. The current TCD Strategy can be
found on the TCD website here
https://www.tcd.ie/strategy/
[Note: State how this proposal meets the
specific TCD Strategy sections listed in the first
column. Be as specific and detailed as required
to prove the alignment]
[Note: CSF:- Things which must go well in
order that the specific TCD Strategy and this
proposal are aligned successfully. Think of
specific TCD roles, departments, services and
day to day activities that must be involved.
Use action verbs only.
KPI: Something that measures TCD progress
towards the proposals Success Factors and
TCD Strategic objective
For example, for the strategy example given in
the first column, sample CSF and KPIs might
be
“CSF:- x, y, z staff hired for the opening Trinity
Academic Medical Centre and completed by
dd/mm/yyyy aligned Vs the target number.
TCD strategy item A alignment is as follows:-
KPI: Number of candidates presented by the
hiring system per month.” ]
For example A2.3 Student Services,
Tutorship and Registry of the 2014-19 TCD
strategy states—“further develop
appropriate IT platforms for
on-line delivery of relevant student
services”
• Xxx
Aligned CSFs are as follows:• TCD Strategy Item A
• TCD Strategy Item B
TCD strategy item B alignment is as follows:-
• xxx
• Xxx
Aligned KPIs are as follows:• xxx
[Project ID]
Slide 3
[Project Name] Project Scope
Key areas In-Scope
Key areas Out-of-Scope
[Note: List the key areas that are in the scope of the project delivery.]
[Note: List the key areas that are outside of the scope of the project
delivery.]
• Xxx
• Xxx
• Xxx
• xxx
• xxx
• xxx
Interfaces / Key Communications (to internal / external people / business areas, processes, external organisations, technology)
[Note: Provide details of the key interfaces that the project will have with
• people
• processes
• technology
• internal TCD business areas / departments or
external organisations.]
The following key interfaces have been identified:• xxx
• xxx
• xx
[Project ID]
Slide 4
[Project Name] Risks, Assumptions, Issues, Dependencies
[Note: Use RAID log to assist when completing Key Risks/Issues below]
Prty No.
RAG
Status
R01
00002
Open
A01
D01
[Risk ID as [Provide
per RAID log the RAG
]
status of
the risk]
[assumption [Provide
ID as per
the RAG
RAID log]
status]
[Issue ID as [Provide
per RAID log the RAG
]
status of
the
issue]
[Dependency [Provide
ID as per
the RAG
RAID log ]
status]
[Project ID]
Description
Potential Impact Avoidance/Mitigation Action Risk Owner Action by
Planning permission
will not be granted
Project will not
meet delivery
date
Assumption ROI will
be met in agreed
timeframe
College loan will
Monitor ROI forecast during
not be paid back
project & post project
in agreed time
ensure contingency in
schedule for planning
Date
Closed
Project
Manager
Sponsor
Dependency on
Monitor delivery/project
internal completion of Impact on capital schedule of project Z to ensure
PMO/Sponsor
Project Z prior to
projects portfolio it does not delay impact on
delivery
approved schedule
[Provide a brief
[State the recommended
[Provide owner Resolution actual
date
date
description of the key risk
mitigation strategy to manage the as per RAID log]
closed
as identified in RAID log]
risk]
[Provide a brief
description of the
assumption identified in
RAID log]
[Provide a brief
description of the key
issue as identified in RAID
log]
[State the recommended
[Provide owner Resolution actual
date
date
mitigation strategy to manage the as per RAID log]
closed
assumption]
[Provide a brief
description of the key
issue as identified in RAID
log]
[State the recommended
[Provide owner Resolution actual
date
date
mitigation strategy to manage the as per RAID log]
closed
dependency]
[State the recommended
[Provide owner Resolution actual
date
date
mitigation strategy to manage the as per RAID log]
closed
issue]
Slide 5
[Project Name] Options
Option 1 – xxx
Option 2 – xxx
[Note:Include brief Summary of Option 1]
Xxx
Xxx
xxx
[Note: Include brief Summary of Option 2]
Xxx
Xxx
xxx
Pros:
[Note: List the advantages linked to implementation of Option 1]
• Advantage 1
• Advantage 2
• Advantage 3
Pros:
[Note: List the advantages linked to implementation of Option 2]
• Advantage 1
• Advantage 2
• Advantage 3
Cons:
[Note: List the disadvantages linked to implementation of Option 1]
• Disadvantage 1
• Disadvantage 2
• Disadvantage 3
Cons:
[Note: List the disadvantages linked to implementation of Option 2]
• Disadvantage 1
• Disadvantage 2
• Disadvantage 3
[Note: This slide should outline the potential solution options considered.]
[Project ID]
Slide 6
[Project Name] Options
Option 3 – xxx
Option 4 - xxx
[Note:Include brief Summary of Option 3]
Xxx
Xxx
xxx
[Note: Include brief Summary of Option 4]
Xxx
Xxx
xxx
Pros:
[Note: List the advantages linked to implementation of Option 3]
• Advantage 1
• Advantage 2
• Advantage 3
Pros:
[Note: List the advantages linked to implementation of Option 4]
• Advantage 1
• Advantage 2
• Advantage 3
Cons:
[Note: List the disadvantages linked to implementation of Option 3]
• Disadvantage 1
• Disadvantage 2
• Disadvantage 3
Cons:
[Note: List the disadvantages linked to implementation of Option 4]
• Disadvantage 1
• Disadvantage 2
• Disadvantage 3
[Note: This slide should outline the potential solution options considered.]
[Project ID]
Slide 7
[Project Name] Recommendation
Recommendation - Go with Option 2
[Note: Provide clear recommendations on the preferred option and why it is being recommended. Include high-level details on the likely
organisational impact, the fit with current TCD strategic plans & initiatives, and any technical considerations]
The recommendation is to select Option X, because xxx
Benefits (Quantifiable & Non-Quantifiable)
• [Note: Summarise the estimated benefits (quantifiable and non-quantifiable) for resources, technology, etc, for the proposed option.
• Examples of non-quantifiable benefits include drive the plan to increase Outreach activities or enhance College’s reputation, visibility and
connectivity (national and international).
• Not all projects will have quantifiable benefits. Quantifiable benefits can be measured as either € savings or € increased revenue.
Examples of quantifiable benefits include an increase in students (income to College of €€€€to €€€€ over X years); resource savings of
XXX, increased revenue in College catering outlets, reduce risks associated with current environment.
Non-quantifiable Benefits will include:
• XXXX
Quantifiable Benefits will include:
•
XXX
[Note: Take info from Financial Model / Business Case – whatever is most relevant]
[Project ID]
Slide 8
[Project Name] Benefits/Funding Model
Note: Example of Benefits Model include best case and worst case scenarios/ Increases in student/researcher numbers which
result in worst and best case income generation.
Please insert key Benefits/Funding Model info as agreed with FSD/ Finance Partner.
Notes on Finanicals/Benefits:
• CRG require confirmation that funding and approval to proceed (by Dean/Chief Officer) is in place before approval is sought via
Governance/CRG.
• Fund Raising/ Payback/ROI details to be provided.
[Project ID]
Slide 9
[Project Name] Project Cost Estimates (summary)
[Note: Include Summary Details from Project Financial Plan; additional information may
also be included (graphs, numbers)]
Task No
Approved
Project
Total OnSpend
going
(Current
On-going
On-going
On-going
On-going
On-going
Costs
Baseline) Costs Year 1 Costs Year 2 Costs Year 3 Costs Year 4 Costs Year 5 Year 1 - 5
COSTS
Approved
Project
Spend &
On-going
Year 1-5
Capital Costs
Costs - IS
€0
€0
€0
€0
€0
€0
€0
€0
Costs - Misc
€0
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Costs - New Build
€0
€0
€0
€0
€0
€0
€0
€0
Costs - Refurb
€0
€0
€0
€0
€0
€0
€0
Costs - Decant
€0
N/A
N/A
N/A
N/A
N/a
N/A
€0
€0
Resources (Internal)
€0
€0
€0
€0
€0
€0
€0
€0
Resources (External)
€0
€0
€0
€0
€0
€0
€0
€0
N/A
N/A
N/A
N/A
N/A
N/A
€0
€0
Overall Costs
€0
€0
€0
€0
€0
€0
€0
€0
FOR INFO
Project Totals (included in above numbers)
Contingency
VAT
Inflation
€0
€0
€0
Proposed
Spend/
Seeking
Approval
Total Project
Estimate
(Approved in
principle OR
Estimate to
be validated)
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
Resource Costs
PMO Funding Levy @
[Project ID]
2%
Slide 10
[Project Name]– On-going Operational Costs
[Note: Include On-going Costs Details from Project Financial Plan]
CONSTRUCTION (On-going Cost)
New Build (On-going Cost) - Incremental
Description
Year 1
Year 2
Year 3
Year 4
Cleaning
€0
€0
€0
€0
€0
€0
Telephone
€0
€0
€0
€0
€0
€0
Electricity
€0
€0
€0
€0
€0
€0
Water charge
€0
€0
€0
€0
€0
€0
Security
Insurance
Maintenance
Window Cleaning
IS Charges
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
Year 1
Year 2
Year 3
Year 4
Year 5
€0
€0
€0
€0
€0
Sub-total
23%
Sub-total
Contingency
10%
New Build (On-going Cost) - Total
VAT@
YearYear
5 1 - 5 Totals
Refurbishment (On-going Cost) - Incremental
Sub-total
23%
Sub-total
Contingency
20%
Refurbishment (On-going Cost) - Total
VAT@
Decant (On-going Cost) - Decremental
Sub-total
VAT@
23%
Sub-total
Contingency
20%
Decant (On-going Cost) - Total
Overall On-going Operational Costs
[Project ID]
Year 1 - 5
Totals
€0
Slide 11
[Project Name] Resources & Milestones
Key Resources Required
[Note: Outline the key resource skills & level of experience required to deliver the project, providing an indication of the likely grade of
resource within TCD who would normally be expected to have the skills / experience, or whether an external resource is likely to be required /
is proposed. ]
Below is a list of the key resources currently identified as being required to support the success of the programme delivery:Resource A (Grade x) is required as they have xxx skills required to complete deliverable X1 for this project.
Resource B (Grade y) is required as they have xxx skills required to complete deliverable X2 for this project.
[Note: The content below is provided as an example of what might be included. Update the content below by adding / updating /
removing, as appropriate for the specific project. ]
Key Stages/ Milestones / Deliverables
Approval & Prioritisation – Full Business Case submitted for approval
Approval & Prioritisation – Project Approved by EOG
Initiation & Strategic Planning - xxxx
Detailed Planning & High level Design– xxxx
Detailed Design– All required design documents created and approved by Steering
Stage Gate Approval – All confirmed costs & timeline for project delivery approved by CRG
Execution – Configuration, templates, content & other development deliverables completed
Testing – system available for TCD internal access / testing (non-project)
Handover & Implementation– Project Delivery Date
Closeout - xxxxx
[Project ID]
Target Start
01/06/14
dd/mm/yy
Target End
dd/mm/yy
dd/mm/yy
dd/mm/yy
dd/mm/yy
dd/mm/yy
dd/mm/yy
dd/mm/yy
dd/mm/yy
dd/mm/yy
Slide 12
[Project Name] Proposed Steering Committee
Name
Role on Committee & any specific responsibilities
Title
[Chair Name]
Chair
xxx
[Sponsor Name]
Project Sponsor
Xxx
[PM Name]
Project Manager
xxx
[Steering Member 2]
Finance representative
xxx
[Steering Member 3]
E & F representative, if appropriate
xxx
[Steering Member …]
ISS representative, if appropriate
xxx
[Steering Member …]
Xxx representative
Project Steering Committees are required for all projects with a budget of €500k or more. If the project budget is less than €500k, CRG
may request, during the approval and prioritisation process, a programme or project to form a Steering Committee if CRG believe the
project requires one due to the level of risk.
[Project ID]
Slide 13
Appendices – Additional / Supporting information
A.
Project Risk Indicator (PRI)
B.
Include Relevant Additional Project Financial information(e.g. from Financial Plan)
C.
[Include other additional information / detail that might support your proposal]
[Project ID]
Slide 14
A. Project Risk Indicator (PRI) – to be completed
Project Risk Indicator
Very Low (1)
Low (2)
Medium (3)
High (4)
Very High (5)
Team size
<3
3-7
8-12
12-17
>17
# of cross functional areas
involved
Estimated Duration
(Elapsed Months)
Technology and / or
Business Process – Known
or New
Complexity of solution
1
2-5
6-9
10-12
>13
<4
4-11
12-18
19-24
>24
In house expertise
Very Familiar
Somewhat Familiar
New to TCD
New to industry/
Leading edge
Well defined. No
problems expected
Known. Some minor
problems expected
More than 1
approach available
Solution unknown or
vaguely defined
Dependency on external
suppliers / organisations
Risk to Reputation
long standing
Reasonable
relationship
Reputational risks
occasionally occur,
Minor impact to
reputation
Known but some
medium / major
problems expected
Used before, but not
regularly
Reputational risks are
likely as not to occur,
Notable impact to
reputation
Used before, but not
recently
Reputational risks are
likely to occur,
Substantial impact to
reputation if they do
TCD Resource Impact
In house skills
present and project
is easily absorbed
within current
workload
Funding exists with
current budgets
In house skills present
but the project will
impact current
workloads and require
backfill
Funds not in place.
Project will impact
departmental budgets
Up skilling required,
resources will have to
be dedicated to the
project
No previous
relationship
Reputational risks
certain to occur,
Threatens the
reputation of the
project or TCD
In house and external
resources dedicated
to the project and
from more than one
department
Funding will be
difficult, funding
complexity mix high
and possibly not
attainable
Funding/Finance
Project Scoring:
Reputational risk
Unlikely to happen,
Negligible impact
Low
Medium
High
[Project ID]
In house skills
present with some
occasional impact on
current workloads
Most Funding in
place or requires
minor budgetary
allocation
Funding sources not
clear, will impact TCD
budgets
Score
<19
19 – 31
The overall Project risk is therefore indicating as (Low, Medium High)
> 32
Slide 15
B. Project Financials
Proposed
Spend/
Seeking
Approval
Total Project
Estimate
(Approved in
principle OR
Estimate to
be validated)
Total Hardware
€0
€0
€0
€0
€0
€0
€0
€0
€0
Software
Sub-total
Contingency @
20.00%
Total Software
€0
€0
€0
€0
€0
€0
€0
€0
€0
Managed
Services
Sub-total
Contingency @
20.00%
Total Managed Services
€0
€0
€0
€0
€0
€0
€0
€0
€0
IS Prof
Services
Sub-total
Contingency @
20.00%
Total IS Prof Services
€0
€0
€0
€0
€0
€0
€0
€0
€0
Contingency at
€0
€0
€0
€0
€0
€0
Approved Project
Spend
(Current Baseline)
IS (Project Cost)
Task No
Sub-total
Contingency @
Hardware
Task No
Task No
Task No
Overall IS - TOTAL
20.00%
10%
FOR INFO
Project Totals (included in above numbers)
Contingency
VAT
Inflation
[Project ID]
€0
€0
€0
Slide 16
B. Project Financials
Approved Project
Spend
(Current Baseline)
Refurb (Project Cost)
Task No
Task No
Task No
Task No
Task No
Task No
Sub-total
Professional /
Design Fees
Contingency @
Total Prof/ Design Fees
10.00%
Sub-total
Works
Contract
Contingency @
Total Works Contract
10.00%
Sub-total
Statutory
Fees
Contingency @
Total Statutory Fees
Local
Authority
Charges
10.00%
Sub-total
Contingency @
Total Local Auth. Fees
10.00%
Other General
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
Contingency @
10.00%
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
€0
Total Other - General Fees
Contingency at
Inflation
€0
€0
€0
10.00%
10%
Overall Total - New Build
Task No
€0
Contingency @
Total TCD Direct Fees
Sub-total
TCD Direct
Costs
Total Project
Proposed
Estimate
Spend/ (Approved in
Seeking principle OR
Approval
Estimate to
Total Inflation
1.00%
Overall Total with Inflation - New Build
FOR INFO
Project Totals (included in above numbers)
[Project ID]
Contingency
€0
VAT TOTAL
€0
Inflation
€0
Slide 17