《案例演示模板》PPT课件.ppt

1 December 2006,Solution Matrix Ltd.,Slide 1,Business Case Presentation Template,Delete text boxes like this and the text boxes below the slides before presenting.,As taught in Solution Matrix Ltd. “Building the Business Case” Seminars. Next offerings: Kuala Lumpur, Malaysia 7-8 March 2007 Perth, Australia 13-14 Mar 2007 Auckland, New Zealand 21-22 Mar 2007 Boston, USA 25-26 April 2007 Check /seminar for latest schedule (links become live in “Slide Show” mode),Replace examples with your own business case content. Most of the following 23 slides come with content suggestions. These are in text boxes located below the slide. Scroll down slowly (without moving to the next slide) to see them. Suggestions are from the white paper “Business Case Essentials available at /publications . Use only the slides appropriate for your case and your audience.,Solution Matrix Ltd Ph 1.617.267.9607 ,Business Case Analysis Proposed DesignMax System,Cost and Benefit Projections for 2006 - 2008,By Engineering Resource Planning Board For Aerofirma Capital Review Committee 1 December 2006,DELETE THIS BOX BEFORE PRESENTING Title and Subtitle In the title, identify briefly the proposed action and the general nature of the analysis. For example: “Proposed Computer Upgrades: Total Cost of Ownership Analysis” or “Cost/Benefit Study of Planned Employee Recreation Facility” Other terms for the general nature of the case might include: Business impact study Prototype analysis Return on investment study Projected cash flow impact Feasibility study Business benefits analysis A title is essential, of course, but you may also have the option of adding a subtitle to let readers know more precisely what the case is about. A subtitle can add interest and clarity by identifying up front such things as The time period analyzed “Projections for fiscal years 20032006” The specific action is being analyzed (when several similar actions have been proposed). “October 2001 upgrade proposals from ibm” Special characteristics of the method “Five year projections based on historical data from 2001” Subtitles should cover no more than one or two linesotherwise they begin to take over the role of Executive Summary. Note that business case subtitles are not like the “tag lines” after titles in magazine or newspaper articles. There, authors create interest by revealing conclusions or making editorial comments (“Read the fine print before you sign a service contract”). For the formal business case, however, conclusions or editorials in the title or subtitle seems unprofessional. _ Contents of this box Copyright 1998 2005, Solution Matrix Ltd. All Rights Reserved. For more detailed coverage, see the free white paper Business Case Essentials (available at /publications or the Business Case Guide, ISBN 1-929500-01-7 (read about the Guide at /guide .,1 December 2006,Solution Matrix Ltd.,Slide 3,Presentation Overview,Introduction Proposed action Business objectives and motivation Opportunities threats & constraints Business Case Methods Scope and boundaries of the case Scenarios analyzed Major assumptions Cost model Rationale for benefits Cost and Benefit Projections, 2007 2009 Risk and Sensitivity Analysis Recommendations and Conclusions,1 December 2006,Solution Matrix Ltd.,Slide 4,Case Subject: Proposed Action,Purchase and implement DesignMax system, as proposed by Avanti Integrators, September 2006. Proposal includes: 40 single-user licenses of the DesignMax module Purchase of database module license Training for design engineers Purchase of installation and integration services Additional hardware purchases during the second and third years of implementation.,DELETE THIS BOX BEFORE PRESENTING Proposed Action The proposed action is the subject of the case, that is, what the case is about. the case is about. Two good analysts can work independently on the same subject and arrive at different business case results, but they should be very similar results if the subject has been defined fully, concretely, and precisely. If the subject is defined incompletely, vaguely, or imprecisely, they may arrive at quite different results. To a certain extent, the results are determined (but not yet visible) when the subject is stated properly. The presentation title should briefly identify the proposed action (“Proposed DesignMax System” or “Planned Employee Recreation Facility”). In order to understand fully and precisely what the case is about, however, the audience now needs to see the next level of detail. Identify here the main components of the action. _ Contents of this box Copyright 1998 2003, Solution Matrix Ltd. All Rights Reserved. For more detailed coverage, see the whitepaper Business Case Essentials or the Business Case Guide, ISBN 1-929500-01-7.,1 December 2006,Solution Matrix Ltd.,Slide 5,Case Subject: Business Objectives,Reduce costs in targeted areas in product design and manufacturing Meet the more complex needs of aerospace industry customers More customized designs Faster response to change requests Better support customer certification requirements Reduce product development lead time (time to market),DELETE THIS BOX BEFORE PRESENTING Business Objectives Business objectives complete the business case subject statement, “what the case is about.” Good subject statements are built around objectivesbusiness objectives, financial objectives, functional objectives, or operational objectives. Why move the focus from action to objective? Reaching objectives has financial and other business value that can be made tangible. The value of an action that is unrelated to an objective (“Training design engineers,” or “purchasing a database license”) is much harder to quantify in a compelling way. In brief, when a proposed action supports an objective (and all proposed actions do, in a rational environment), the appropriate subject for the business case is the full range of resources and actions required to reach the objective. _ Contents of this box Copyright 1998 2003, Solution Matrix Ltd. All Rights Reserved. For more detailed coverage, see the whitepaper Business Case Essentials or the Business Case Guide, ISBN 1-929500-01-7.,1 December 2006,Solution Matrix Ltd.,Slide 6,Opportunities,Market Share: Reaching design process improvement objectives will enable Aerofirma to increase market share by 20% within three years Cost savings: Greater productivity and shorter design times will save: Concept design phase costs(15%) Detail design phase costs (30%) ECO reduction and change management (40%) Manufacturing set up costs (35%) Raw materials and WIP inventory costs (30%),DELETE THIS BOX BEFORE PRESENTING Business Objectives Business objectives complete the business case subject statement, “what the case is about.” Good subject statements are built around objectivesbusiness objectives, financial objectives, functional objectives, or operational objectives. Why move the focus from action to objective? Reaching objectives has financial and other business value that can be made tangible. The value of an action that is unrelated to an objective (“Training design engineers,” or “purchasing a database license”) is much harder to quantify in a compelling way. In brief, when a proposed action supports an objective (and all proposed actions do, in a rational environment), the appropriate subject for the business case is the full range of resources and actions required to reach the objective. _ Contents of this box Copyright 1998 2003, Solution Matrix Ltd. All Rights Reserved. For more detailed coverage, see the free white paper Business Case Essentials or the Business Case Guide, ISBN 1-929500-01-7.,1 December 2006,Solution Matrix Ltd.,Slide 7,Threats and Constraints,Design downtime and disruption during transition to the new system must be negligible R&D budgets for 2007 2009 cannot rise more than 10% above current (2006) level,1 December 2006,Solution Matrix Ltd.,Slide 8,Business Case Purpose,To provide Aerofirma Capital Review Committee with the necessary financial projections, financial metrics, and assessment of contingencies and risks, to support a decision either to accept or not accept the Avanti DesignMax proposal. Decision will be made at the Capital Review Committee meeting, 1 December 2006.,DELETE THIS BOX BEFORE PRESENTING Business Objectives Business objectives complete the business case subject statement, “what the case is about.” Good subject statements are built around objectivesbusiness objectives, financial objectives, functional objectives, or operational objectives. Why move the focus from action to objective? Reaching objectives has financial and other business value that can be made tangible. The value of an action that is unrelated to an objective (“Training design engineers,” or “purchasing a database license”) is much harder to quantify in a compelling way. In brief, when a proposed action supports an objective (and all proposed actions do, in a rational environment), the appropriate subject for the business case is the full range of resources and actions required to reach the objective. _ Contents of this box Copyright 1998 2003, Solution Matrix Ltd. All Rights Reserved. For more detailed coverage, see the whitepaper Business Case Essentials or the Business Case Guide, ISBN 1-929500-01-7.,1 December 2006,Solution Matrix Ltd.,Slide 9,Case Purpose: Financial Metrics,The Capital Review Committee requires financial projections and financial metrics: 3-year total cost of ownership (TCO) Projected 3-year net cash flow including cost and revenue impacts 3-year net present value (NPV) 3-year return on investment (Simple ROI) Projected market share impact Risk and sensitivity analysis will identify: Critical success factors and contingencies Risk factors that might change results,DELETE THIS BOX BEFORE PRESENTING Purpose of the Case (continued): Business Case Projections and Financial Metrics What will it take for the case to accomplish its purpose? Your audience will want to know the answer before reading the full set of financial results. A large part of that answer will be stated in terms of the financial metrics (financial measures) that will be developed. It is not very helpful to state simply that the case represents an analysis of “all costs and benefits” associated with a proposal. Instead, let readers know early, that decisions and plans based on case results will be based specifically on such measures as: Net cash flow Discounted cash flow (DCF) Net present value (NPV) Internal rate of return (IRR) Payback period Total cost of ownership (TCO) Return on Investment (ROI) Return on Assets (ROA) Or other specific metrics such as: Price/performance ratio Cost per employee Cost per transaction Cost per customer If the case supports decision making, readers will also want to know early just how these measures will be used. You may indicate, for instance, that in order to obtain funding, capital proposals “must show a payback period of 2 years or less, and an IRR of 40% or more.” Or , you might indicate that competing proposals will be judged primarily on the basis of “total cost of ownership.” _ Contents of this box Copyright 1998 2003, Solution Matrix Ltd. All Rights Reserved. For more detailed coverage, see the whitepaper Business Case Essentials or the Business Case Guide, ISBN 1-929500-01-7.,1 December 2006,Solution Matrix Ltd.,Slide 10,Analysis Scope and Boundaries,Time Analysis period: 1 Jan 2007 31 Dec 2009 Organizations impacted Design engineering Manufacturing IT Customer service Geography Headquarters site only,DELETE THIS BOX BEFORE PRESENTING Business Case Scope and Boundaries Stating the subject, purpose, metrics, and other blocks above does not fix the scope and boundaries of the case. Scope is range of coverage encompassed by the case along several dimensions; boundaries define the scope precisely, providing rules for deciding which data belong in the case and which do not. One dimension that always needs bounding is: Time When does the analysis period begin, and when does it end? Is the analysis synchronized with calendar years? Fiscal years? Project or program plans? Other dimensions that may need bounding include: Geography/Location Does the analysis refer to a specific site? A fictional “typical” site? Multiple sites? Does it cover specific areas only? (E.g., a manufacturing floor, computer room, loading dock, executive offices) Organization or Function Does the analysis cover a specific division, department or group? Or, the whole company or organization? Does the analysis apply only to certain functions? (e.g., manufacturing, marketing, sales, etc.) Does the analysis apply to certain personnel but not others? (E.g., hourly-paid labor, management, IT/IS staff but not computer users) Technology Does the analysis cover computer hardware but not software? Vehicle engine and drive train maintenance, but not body work? Electrical but not mechanical devices? Scope and boundary statements tell case developers and readers just whose costs and benefits are included, and where the financial impacts come from. Boundary statements are always necessary, but especially so when costs of a proposed action are borne primarily by one organization or site (e.g., manufacturing, or it), but where benefits may be realized much more broadly. _ Contents of this box Copyright 1998 2003, Solution Matrix Ltd. All Rights Reserved. For more detailed coverage, see the whitepaper Business Case Essentials or the Business Case Guide, ISBN 1-929500-01-7.,1 December 2006,Solution Matrix Ltd.,Slide 11,Scenarios Analyzed,Business as Usual Assumes no DesignMax implementation Proposal Implementation Assumes implementation as proposed Incremental Impacts Incremental impacts = Proposal scenario Business as Usual,DELETE THIS BOX BEFORE PRESENTING Business Case Scenarios Business cases are built to answer questions like these: Which proposal represents the best business decision? Will the returns justify the investment? What will this action do for our business performance? Such questions can be answered only if the logical structure of the case is designed to address them. The logical structure of the case resides in the scenario design, the cost model, and the benefits rationale. The term scenario means, simply, a story showing one way that events might unfold. Scenarios in the business case itself are built so as to find and make tangible every business impact that we want in the case. The scenario story may be told with information drawn from business plans, project plans, vendor proposals, pilot studies, prior experience, or other sources. Telling the story also requires an abundance of assumptions about things like market size, salary increases, the price of fuel, and anything else we need to specify in order to project cost and benefit impacts into the future. And, a scenario may incorporate formal models, rules, and logic (rationale) in order to leave no doubt about what belongs in the case and what does not. Together, all the scenario elements tell the story of one possible future, in concrete detail. The case normally needs just one scenario for each major alternative or option. (All sorts of “what if?” questions concerning different assumptions can be approached with sensitivity and risk analysis, appearing later in the presentation. The it business case, therefore, includes two proposal scenarios, one for each option. We must now decide, however, whether to include a third scenario, and what kinds of data to use for cost and benefit figures. _ Contents of this box Copyright 1998 2003, Solution Matrix Ltd. All Rights Reserved. For more detailed coverage, see the whitepaper Business Case Essentials or the Business Case Guide, ISBN 1-929500-01-7.,1 December 2006,Solution Matrix Ltd.,Slide 12,Major Assumptions,Implementation begins mid-January 2007 Learning curve complete by end of March 2007 Implementation and transition to the new design system have no negative impact on design process times Salary increases average no more than 4% annually for 2007-2009 Market size continues to grow 5% per year for 2007-2009,DELETE THIS BOX BEFORE PRESENTING Major Assumptions Business cases require certain assumptions for one or more of these reasons: Prediction Simplification Clarification Consider first prediction. Cases that project future financial results are based on factors that change over time: business volume, prices, salaries, the organizations cost structure and many other things. Suppose that your case anticipates purchasing fuel oil, real estate, or computer hardware several years from now. What prices do you enter in the case now for future purchases? You may use todays prices, or you may try to project future prices based on