Better-Business-Cases-Practitioner Sample Questions Answers

Should be rejected as over-ambitious.

Delivers against one or more of the critical success factors.

Will represent a benchmark for Value For Money throughout the appraisal process.

Supports one or more of the Spending Objectives.

Incorrectly identified as a Scoping Solution.

Targeted outcomes and 'where we want to be'.

The problems, difficulties and inadequacies associated with 'where we are now'.

The boundaries, or limitations, of the project.

How services are currently organized, provided and supplied.

Public value in terms of return for money spent.

To increase the rate of 16-18-year-olds in education and training by at least 15% within three years.

To offer a broader range of education courses for 16-18-year-olds.

To accommodate a further 80 full time learners within thePittville University existing facility.

To absorb 11-16 year-old pupils from Pittville High into the other schools if all further education units were moved to a new campus.

Amend entry 1, because benefits should be captured in the benefits realization strategy.

No change to entry 1, because the benefits register should capture all benefits.

Amend entry 2, because all key benefits, whether or NOT they are cash-releasing, should be identified and monitored.

No change to entry 2, because all benefits should be measured in financial terms.

No change to entry 2, because only financial benefits should be included in the business case.

No, because the Financial Appraisal should demonstrate value for money.

No, because both resource and non-resource costs and benefits should be factored into the analysis.

Yes, because taxation costs should be excluded from the Financial Appraisal.

Yes, because it is the Economic Case that should include inflation and taxation costs.

Strategic fit and business needs.

Potential Value For Money.

Supply side capacity and capability.

Potential affordability.

Potential achievability.

No, because the benefits realization arrangements are finalized in the Management Case.

No, because the benefits realization takes place during the implementation and operational phases of the project.

Yes, because the plan for the delivery of benefits should be documented within the benefits register and attached to the FBC.

Yes, because changes to the benefits should be identified before the FBC Economic Appraisals.

No, because assurance of the delivery strategy should be held before benefits realization plans are finalized.

No, because assurance of the investment decision should be held before Stage 4 - Implementation.

Yes, because assurance of the investment decision ensures the investment is sound before the planning for delivery is finalized.

Yes, because assurance of the investment decision should be held before procurement of the Value For Money solution.

No, because only the public sector comparator (PSC) should be updated in light of knowledge gained from the procurement.

No, because updating the FBC with best and final offers should be done as part of the Commercial Case.

Yes, because the reasons for rejecting potential service providers from the long list to the short list stage should be provided.

Yes, because the FBC should provide Economic Appraisals for all options.

No, because the funding statement is provided in the Financial Case.

No, because the Economic Case should have already quantified this funding risk.

Yes, because alternative monies may be available to fund proposals that offer demonstrably better value for money.

Yes, because scenario analysis should reflect the political uncertainties on which the success of the proposal depends.

Increase the number of education courses from 55 to 65.

The project could meet with substantial opposition from parents and staff.

Maintain staff satisfaction.

An operating surplus will be generated from hiring out the sports facilities at the new campus.

To implement links with employers and the local economy.

The attainment of qualifications should increase by 15% through the provision of betterfacilities.

The Local Education Authority Director has agreed to be the Senior Responsible Owner for the Pittville project.

Physical access to learning will be improved throughout the region as the new site has good access from most of Pittville.

Local parents are opposed to the closing of Pittville High School.

All further education units need to be absorbed into the new campus, reducing the number of educational providers to choose from.

The Financial Appraisal shows that this scheme is unaffordable.

At the end of Year 6, E6 million of the initial spending costs will have been recovered.

The surplus Income forecast in Year 1 is sufficient to cover the deficit forecast in Year 2.

The revenue budget should show how long it will take for the surplus income to cover the initial cost of building the new campus.

If expenditure and income continue at the same rate, each subsequent year should return a surplus of £1 million.

Plan, in detail, the construction of the new learning campus.

Appoint a Senior Responsible Owner for the Pittville project.

Produce regular reports on progress of the development of the new learning campus for the Senior Responsible Owner of the project.

Develop the preferred way forward for the Pittville project.

20% of the contract price is to be paid up front for materials.

To increase the rate of 16-18-year-olds participating in education and training by at least 15% within the next three years.

The major users of the finished campus will be 16-18 year old learners.

The selected contractor will be responsible for taking measures to reduce any potential errors in the construction phase.

All intellectual property rights are to be maintained by the Local Education Authority.

No, because the Financial Appraisal should NOT contain revenue costs.

No, because construction and refurbishment costs should be treated as capital costs.

Yes, because all construction costs must be accounted for.

Yes, because these represent a cost of developing the scheme.

Approve the continuation of the project at the end of each delivery stage.

Plan, in detail, the construction of the new learning campus.

Produce regular progress reports for the Senior Responsible Owner of the project.

Document the project risks in the risk log.

Should be rejected as over-ambitious.

Delivers against one or more of the critical success factors.

Will represent a benchmark for Value For Money throughout the appraisal process.

Supports one or more of the Spending Objectives.

Incorrectly identified as a Scoping Solution.

Amend entry 1, because the benefit type should be 'financial but non-cash-releasing'.

No change to entry 1, because the benefit is cash-releasing and should be measured in financial terms.

Amend entry 3, because the improvement is unknown.

No change to entry 3, because the benefits register should indicate the level of improvement expected.

Amend entry 4, because the SRO should be the responsible officer for all benefits.

New opportunities will be available for teachers to be involved in delivering the new education courses.

The 'BAU/status quo' option is the baseline for assessing value for money.

There is a reasonably positive reaction from local schools to the Old Fire Station Headquarters being used as a second site.

The demographic forecasts are for further reductions in the demand for places over the next five years.

A new campus would provide modern and better facilities at a cheaper cost than refitting existing buildings.

Should be carried forward to the short listed options.

Delivers against one or more of the critical success factors.

Will represent a benchmark for Value For Money throughout the appraisal process.

Supports one or more of the Spending Objectives.

Incorrectly identified as a Scoping Solution.