ABSTRACT
To recap briefly, the main purpose of a business case is to recommend a particular course of action for an organisation. So far, we have looked (in Chapter 2) at how to scope the task of writing the business case, preparing the ground so that the objective is clear, the work can be done effectively, and the decision itself taken. Beyond that initial challenge, most of the material in the preceding chapters has really been about the process of determining the best option, the course of action which best fits with the business strategy and which is expected to deliver the greatest benefit in the most cost-effective manner. The plain fact is, however, that if the project fails, its theoretical strategic fit and attractive cost-benefit analysis will count for absolutely nothing. This chapter focuses on achievability. Can the project actually be delivered? How likely is it that the benefits will indeed be realised? After looking at the treatment of risk, and briefly considering implementation planning, the chapter concludes by reviewing the balance between attractiveness and achievability and pulling together the threads of options analysis.
