How to build a solid business case for a data project: problem, quantified benefits, costs, risks and a measurable first result.
A good data idea without a solid business case rarely gets budget. Translating a technical initiative into the language of the business — problem, value, cost and risk — is what separates approved projects from mere intentions.
A business case is the document that justifies an investment by setting out the problem it solves, the expected benefits, the costs, the risks and the plan. In data, its challenge is quantifying value that sometimes seems intangible.
The biggest challenge is putting figures to benefits like "better decisions". Tie each benefit to a concrete business metric and estimate its improvement conservatively. A prudent, documented estimate convinces more than a vague promise.
A data business case fails when it focuses on architecture, not value. Leadership does not approve "a data lake"; it approves "cutting the monthly close from ten days to two". Framing the investment in business results, with an early measurable milestone, is what makes it approvable.
Leadership does not approve a data lake; it approves cutting the monthly close from ten days to two.
A data business case justifies the investment with problem, quantified benefits, realistic cost, risks and a plan with an early measurable result. Quantify "intangible" benefits conservatively against business metrics, and frame everything in business outcomes — because leadership approves results, not architectures.
The business problem, quantified benefits, realistic total cost, risks and a plan with a measurable first result soon.
By tying each benefit to a concrete metric and estimating its improvement conservatively: hours by cost, margin points, defaults avoided.
By focusing on technology instead of value. Leadership approves business results, not architectures.
A realistic three-year TCO including people and maintenance, not just upfront or licence cost.
A measurable first result soon builds credibility and de-risks the investment, making approval and continued funding easier.
Leadership. Frame the case in business outcomes and metrics they care about, not technical architecture.
Tell us what you want to achieve. Data Layer connects, processes and delivers the result up and running, with no infrastructure for you to manage.
