It is usual for business cases to go through a sequential phase of development. This is elaborated in Figure 1.
Reinforcing the points, the initial proposal may be a short document that highlights the overall costs, benefits and risks associated with the programme. If the proposal looks reasonably promising, it can then be developed into an initial business case, at the conclusion of which one should have a 60–70% confidence level in respect of the main costs, benefits and other outcomes. After that, a full-blown business case, with associated confidence levels in excess of 90%, can be worked up, and it is this that forms the ultimate touchstone for investment decisions and benefit expectations.
But who is applying the overall guidance and inspection needed to ensure that the HR transformation is not only well conceived but has a good prospect for delivering value to the business? How is the implementation monitored and measured? How are problems dealt with? To look at these matters, we need to delve further into the composition of the governance structure.
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