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Building a Business Case for Collaboration Initiatives
A Burton Group Report by by Craig Roth and Contributing Writer Mike Gotta
www.burtongroup.com
Abstract
As the business environment becomes more competitive, global, innovative, cost sensitive, and responsive, the need for technologies that can support collaboration initiatives is increasing. This has caused an increase in the demand for business cases that can clarify the costs and benefits of these initiatives in business terms.
There are many approaches to creating a business case for a collaboration initiative, and pre-work is therefore critical to determining which approaches will best address the concerns of management and demonstrate the value of the initiative. A mix of quantitative and qualitative arguments should be used. The business case author should prepare for several levels of conversation, from a high-level executive summary down to a detailed financial analysis of its costs and benefits. Once it is approved and the project begins, the business case can act as a reference. Revisiting predictions and assumptions each year will help validate estimates and establish credibility. Proper execution of the business case process can result in more than just approval of the initiative—it increases its chances for having a positive impact on the organization, establishes credibility, and initiates a dialogue with the business that can be leveraged for future initiatives.
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