PMI Switzerland Chapter

Home » Training Provider » AIPMO » BC-IPMO© Business Case Certification by AIPMO® / Zurich 04-08 March, 2019

BC-IPMO© Business Case Certification by AIPMO® / Zurich 04-08 March, 2019

This course presents the AIPMO 9C’s, an innovative, 21st century principle-based lifecycle-based approach to business case structures, content, and the case building process.  AIPMO has designed the framework with experts to cover and integrate projects, programs and portfolios using a systems approach to business case writing, that supports Agile, waterfall and hybrid methodologies. See figure 1. The 9C’s principle-based framework when implemented, will be benchmarkable against AIPMO’s principle-based maturity model which is in based on current research and in development.

certs-logo-ipmo-business-case-small

Attendees will use the business cases exercises on the course. However, time is set aside for people to bring their own cases and work on these, with the potential for coaching input from the facilitator and support from other course participants.
This course presents the AIPMO 9C’s, an innovative, 21st century principle-based lifecycle-based approach to business case structures, content, and the case building process.  AIPMO has designed the framework with experts to cover and integrate projects, programs and portfolios using a systems approach to business case writing, that supports Agile, waterfall and hybrid methodologies. See figure 1. The 9C’s principle-based framework when implemented, will be benchmarkable against AIPMO’s principle-based maturity model which is in based on current research and in development.
Attendees will use the business cases exercises on the course. However, time is set aside for people to bring their own cases and work on these, with the potential for coaching input from the facilitator and support from other course participants.

Course Summary

AIPMO
Sihleggstrasse 23
8832 Wollerau
T +41 (0)44 720 16 30
https://aipmo.org/events-3-2/
Price: CHF 3’590 until 4th Jan 2019
CHF 3’790 until 4th Feb 2019
CHF 3’990 final price
Member Price: CHF 3’410 until 4th of Jan 2019
CHF 3’600 until 4th of Feb 2019
CHF 3’790 final price
Duration: 5 days (8 hours / day)
Method: Classroom
Location: Zurich
Language: English
PDUs: 35
 Date: 4 – 8 March 2019

COURSE CONTENTS

Module 0: Introduction and Context for Building Robust Business Cases

  • How Organizational Vision, Mission and Operational Objectives are linked to the realization of organization strategy through project portfolios
  • Project, program, product life cycles and their input in the determination of the scope a business case
  • Governance principles, Management Principles, Principle-based frameworks
  • Principle-based business case development – how this leads to better outcomes
  • How the 9C framework provides alignment and integration between projects, programs and portfolios
  • Impact of methodology selection on risks and cost estimations within the business case
  • Understanding the difference between project management success and project success and how to reflect this within the business case
  • Mapping project, program and portfolio success factors to the Business Case – Golden thread
  • Success factors and success criteria for the business case
  • Type 1 and Type 2 errors – impact on assumptions and financial estimations on the business case
  • Stakeholders and their impact on the business case creation and approval process
  • ‘Constantly changing factors’ and the impact on the business case
  • Importance of understanding the ten plus critical situational factors
  • Why action scenarios are important for Comparison and Evaluation
  • Why the business case is no longer optional, taking a systems view of business case development

Module 1: Case Triggers, Definition, Alignment and Integration

  • Understanding business case role in project, program and portfolio management, business management, and how governance types influences the 9C framework
  • Typical triggers for business cases, producing problem or opportunity statements
  • Defining the need in a problem or an opportunity statement
  • What is case alignment and integration – how cases fit into programs and portfolios, why business cases are best considered in the context of programs and portfolios
  • How case alignment and integration prevent duplication of work and inefficient use of resources
  • Targeting strategic objectives and critical stakeholder needs
  • Identifying critical situational factors: Strengths, weaknesses, opportunities and threats
  • Scoping resource needs and resource availability: time, budget, and sponsor support.
  • Creating alternative action scenarios for evaluation and comparison
  • Building in practical value for decision makers and stakeholders who will use business case results

 Module 2: Case Blueprint: Methods, Assumptions, Source Transparency

  • Building-In transparency: Why stakeholders must see and understand the source of case results
  • Facts and assumptions, the important interrelationship
  • How case credibility suffers when stakeholder information needs are not met
  • Exposing the cause and effect chain from proposed actions to projected outcomes
  • Legitimizing and communicating a compelling benefit rational
  • Building comprehensive benefit and costs model with self-evident validity
  • How business case ‘proof’ relies on scenario comparisons
  • Determining which assumptions drive cost and benefit outcomes
  • Measuring and minimizing uncertainty and risks

Module 3:  Case Development, Projecting Business Results, Financial and Non- Financial Outcomes

  • Why projected cash inflows and outflows are the basis for describing project financial outcomes
  • How to summarize and analyse scenario cash flow results
  • Messages and “takeaways” for stakeholders in financial metrics: NPV, ROI, Payback period, and IRR
  • How key business ratio results link to strategic business objectives.
  • Legitimizing and valuing non-financial outcomes (such key performance indicator impacts).
  • Proving that a recommended action scenario is the better business decision.

Module 4:  Case Decision: Risk and Sensitivity Analysis, Recommendations

  • Business case risks/opportunities and how to manage them
  • Dealing with uncertainty (positive and negative)
  • A typical risk management system
  • Classifying events under uncertainty
  • Aleatory (chance), epistemic (predictable) and unknown events (risks and opportunities)
  • Stakeholder engagement
  • How to spot on-going changes in initial case assumptions, and how to assess the impact
  • Calculating confidence level estimates for projected financial outcomes, using Monte Carlo analysis (e.g., Net CF, NPV, ROI)
  • Measuring the likelihood of ‘high’ case and ‘low’ case financial outcomes
  • How influence diagrams can help assess business cases and make decisions
  • Using Tornado diagrams to visualise upside and downside case sensitivity
  • How to spot contingencies that must be met for the projected results to appear
  • How and when to provide guidance for maximizing returns, controlling costs, and minimizing risk

Module 5:  PMO Success, PMO Maturity, Project Success

  • Positioning and prioritizing recommendations based on case results
  • Decision making techniques.  Decision errors and their consequences.
  • Socializing business case recommendations (findings) with stakeholders
  • The difference between influencing, persuading and manipulating
  • Models for communicating case messages
  • Selecting the business case delivery approach
  • Crafting robust case reports, case presentations
  • Minimizing content for maximum value
  • Facilitating meetings to discuss case recommendations and implementation

 Module 6:  Case Implementation: Developing and Presenting the Report

  • Typical business case report layout
  • Why the Executive Summary has to tell the whole story
  • Why the report must be readable in a single sitting. Details and backup belong in appendixes
  • How to build solid business case presentations
  • Recommended chart layouts and applications
  • Why graphs that send a clear message and their importance
  • Style points that matter: Language, color, consistency and avoiding clutter
  • Why business objectives and decision maker hot buttons must be up front
  • The value of presentation practice, validation, and feedback
  • Tips on business case presentations and techniques
  • De-claw the cat: Anticipate critics and turn critical challenges to your advantage
  • The value of a strong call to action

Module 7:  Case Realization (Benefits delivery and sustainment)

  • Who is accountable for realizing the business case benefits?
  • Roles and responsibilities in realization
  • The need for central and distributed management of change
  • Cascading cycles of benefits realization
  • The valley of tears – how failing to plan benefits realization can result in failure
  • Assessing readiness for change
  • Common causes of resistance to change and response strategies
  • Understanding conflict and moving from opposition to support
  • Periodic case review and corrective action
  • The need to combine quantitative and qualitative data, when reporting

Module 8:  Case Closure

  • The role of the closure process
  • How should closure criteria be developed and when?
  • Why the case closure may occur some time after the project has been closed
  • Knowledge management and the crucial role of tacit knowledge in project success and seeking ways to make it explicit throughout the organization.

Module 9: Business Case Principle Based Maturity Model

  • Definition of principles
  • How principles are used in developing business cases
  • The AIPMO® core and business case principles
  • What are maturity models?
  • Differences between principle-based and process-based maturity models
  • AIPMO’s principle-based maturity model with a ‘Flex Point’
  • How to carry out a business case maturity assessment
  • Actions resulting from a business case maturity assessment

Module 10: Review of Part I

  • Review of key points
  • Individual learning presentations
  • Questions and answers

Module 11: Personal Case Workshop

  • In this workshop, you will have time to work on a business case that you bring to the course
  • You will be able to seek advice from the course leader and other participants
  • This session will help you to accelerate development of your business case

PART II: THE BUSINESS CASE IN PROJECT PORTFOLIO MANAGEMENT

Part II changes the nature of the course; whereas Part I focuses on the construction of robust cases, the remainder of the activities look at the broader world of business cases in projects, programs and portfolios and the context of the Project Management Office.
This will scope in interactions with key stakeholders and the creation, balancing and reshaping of the portfolio, as events in the external environment impact the business and drive changes.
Because of the nature of part II, much of the learning will be via case study analysis, role plays and small group discussions and plenary debates, meaning that the activities will be highly interactive and comparative learning (inter person and inter group) will feature heavily, with theory blocks featuring less significantly than in part one.

 

Course long detailed Case study (5 days)

The case study takes the participants into the world of strategy formulation in times of uncertainty to create a business case in a new business area. The case study is used in parallel with the course to allow the participants to work in teams and follow a structure that builds upon a real-life scenario. Case study exercises demonstrate the crucial role of timely, complete and strategically aligned business cases in assuring survival and growth of the business.
The case study in Part I focuses on the development of a new product/service in a business seeking to regain market position following tough customer feedback and then the scenario expands in Part II to cover the addition of value-add products and services, with some highly innovative options to create a portfolio of projects.
The activities in Part I are designed to provide good practices in creating business cases, whilst Part II introduces a different level, the often complex interactions between cases in a program and portfolio environment, where analysis and synthesis of value becomes paramount in making sound decisions on where to give priority.
The case study covers both the hard and soft human factors that interact and contribute to the formation of the business case: first at the project and program level, then at the project portfolio level. Best practice frameworks, templates, and example are used in a comprehensive workbook which the participant can take back to the office and apply. The course includes role play and coaching throughout the 5 days. The case study builds on the knowledge gained throughout the course and embeds the knowledge through a series of interactive and engaging exercises designed to allow the practice of tools and techniques. Participants learn and rehearse best-practice presentation principles and skills, which they apply through team preseatations and evaluations on business cases they develop during the course.

BENEFITS

  • Explain the importance of a framework approach to creating robust business cases
  • Articulate the importance of systems thinking in developing business cases
  • Assess how to define business case principles and the importance of principles within the business case framework. Analyze how principle-driven case building facilitates agile development and agile management
  • Analyze how business cases are created in a project/program portfolio environment including agile, traditional and hybrid environments
  • Recognize and mitigate the risks of business case manipulation, cognitive bias, cognitive dissonance
  • Compare your business cases and the surrounding environment with AIPMO’s Business Case Maturity Model and synthesize value by aligning good practices
  • Assess how to create a business case service from a PMO perspective and how to determine the capabilities to run this service for projects and programs

WHO SHOULD ATTEND

  • Understand how PMOs fit into the world of projects, programs and portfolios
  • Understand the benefits of viewing PMOs in terms of services
  • Know what are PMO capabilities, how they are constructed in terms of competencies, tools and techniques
  • Understand the AIPMO Master framework with its sub frameworks and within them which phases and processes are most relevant for a PMO team member
  • Learn the key PMO tools and techniques including templates you can take back to your organization based on an upcoming AIPMO book on tools and techniques
  • Understand what are the key documents PMO use to run, monitor and control PMOs
  • How to be confident in knowing what to do in the majority of PMO configurations

ABOUT AIPMO

AIPMO is the Association of International Project Management Officers, a professional Swiss based international association representing International Project Management Professionals (IPMO), including project, program, and portfolio managers involved in defining, establishing and running high performing, Project Management Offices (PMOs) in different industry sectors. AIPMO also offers specialist certification courses.
The AIPMO association is actively involved in the continuous process of improving the approaches and methods and promotes the participation of institutions, corporations, academy, associations, professionals, and operators in the field of PMO, to enhance AIPMO activity for defining, through an iterative process, the standard within the Project Management context and its variations between organizations and industry sectors.