The Procurement Process

3.1 High-level business case

3.1 High-level business case 3.2 Strategic business case 3.3 Outline business case 3.4 Full business case 3.5 Implementation 3.6 Benefits evaluation 3.7 Low Value Procurements
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You are on step 12 of 15 steps.

Click for slide: Scope the investment Click for slide: Consider business need Click for slide: Consider the critical success factors Click for slide: Identify the stakeholders Click for slide: Identify central initiatives Click for slide: Consider initial options Click for slide: Consider sourcing Click for slide: Estimate costs (including resource usage) Click for slide: Estimate time Click for slide: Consider risks and achievability Click for slide: Determine an acceptable balance of cost, benefit and risk Click for slide: Test your assumptions Click for slide: Appoint key personnel Click for slide: Produce a high level options document Click for slide: Decision point
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What you need to do

In principle, will the preferred way/s forward achieve what you want?

Points to consider

Determine whether you can achieve what you want to do for your programme/ project and whether it is worth doing. If it is difficult to achieve, consider how difficulties could be overcome - more time, more resources etc. If it is not worthwhile enough, consider whether changing the scope would make a significant difference. Revisit your proposed way forward in the wider context of current priorities by carrying out a portfolio analysis (including re-planning and estimating) - can everything be done? If not, decide what needs to change - for example, delaying current initiatives or acquiring additional capability.