my company is apple.last date is 27 mayyou have to innovate one product from apple like folding phone or something like that.i register apple as innovative company to my teacher.make presentation too, i sent template guide,example of report as well as of presentation.thankyou
Business Case Title Subtitle Department Title [This should be the publication title for the initiative, if it were to be funded in the budget process.] Contents 1Executive summary 1. Part 1 Problem 2 1.1 Background 2 1.2 Definition of the problem 2 1.3 Evidence of the problem 2 1.4 Timing considerations 2 1.5 Consideration of the broader context 3 2. Part 2 Benefits 4 2.1 Benefits to be delivered 4 2.2 Importance of the benefits to Government 4 2.3 Evidence of benefit delivery 4 2.4 Interdependencies 4 3. Part 3 Strategic response 5 3.1 Method and criteria 5 3.2 Strategic options analysis 5 3.3 Recommended strategic option 8 4. Part 4 Project options analysis 9 4.1 Project options considered 9 4.2 Stakeholder identification and consultation 9 4.3 Social impacts 10 4.4 Environmental impacts 10 4.5 Economic impacts 10 4.6 Overall evaluation of socio-economic and environmental impacts 10 4.7 Financial analysis 11 4.8 Risk comparison 11 4.9 Integrated analysis and options ranking 11 5. Part 5: Deliverability of recommended solution 14 5.1 Details of recommended solution 14 5.2 Commercial and financial 14 5.3 Management 17 5.4 Delivery 17 Appendix A: Benefit Management Plan 19 Appendix B: Financial data presentation 20 Appendix C: Sign-off checklist 22 Executive summary [The Executive Summary is an essential stand-alone part of a full business case highlighting the overall story and key points of the Full Business Case. While the Executive Summary is the first section of the full business case, it is often the last area completed. It should be a clear and concise plain-English outline of the whole proposal and as a guide less than 10 pages long. Include summary tables if appropriate e.g. to establish context. The Executive Summary should: · Describe the investment proposal in one to two sentences. This detailed business case seeks formal approval to invest $[xxx] million in [20yy/yy] to ………..... (This should include both capital and output factors including ongoing resourcing and expected outcomes.) (Note: This description should serve as the summary description required for budget publications.) · State what decision-makers are being asked to consider or decide and, if relevant, any recent history of consideration such as the strategic case. · Identify any overarching contextual factors For example specify if the proposal is related to an election commitment and provide a brief overview of how the proposal relates to that commitment. If the proposal is extension or subsequent stage of an existing investment outline the previous funding or commitment and its impact to date. · Briefly identify the different options considered and a summary of the evaluation of those options (including a summarised options ranking table). The Executive Summary needs to convey that the investment proposal: · meets an important need · is supported by strong strategic and policy merit; · optimises value for money from a whole of life perspective; and · is achievable i.e. it can be delivered on-time and on-budget and will realise the intended benefits it sets out to achieve. Where a proposal faces considerable uncertainty the executive summary and business case should convey options to flexibly deal with that uncertainty rather than lock-in a complete solution too soon. At the end of the Executive Summary, insert updated Investment Concept Brief (including Investment Logic Map) if available. Provide reference to key supporting documentation. Add any key documents or extracts to the Appendix of the full business case. ] 1. Part 1 Problem [For output proposals the full business case is likely to be the first presentation of the proposal to government. Given this, the Stage 1: Conceptualise guideline may assist in characterising the ‘problem’ for the purpose of this Part. For asset proposals this Part should revisit and confirm the currency of the analysis of the problem in the earlier strategic business case (strategic assessment or preliminary business case). This will involve re-presenting the information from the strategic business case, reassessing its validity and further substantiating the existence of the problem with evidence where appropriate. The intent is to strengthen the case for the problem, and briefly outline any significant changes since the strategic business case. Remember that a ‘problem’ can include a service need, issue, or lost opportunity. For further information on populating this Part for asset submissions see the Stage 2: Prove guideline.] 1.2 Background [Describe the context and background necessary to set the scene to introduce the problem and benefits from addressing the problem. Outline the existing service related outputs, existing asset base and resource commitments including lapsing status. This might include a discussion on the need for government intervention and role of government, current service funding, service distribution and levels, and underlying drivers of those services. This section may also introduce providers and stakeholders relevant to the problem. ] 1.3 Definition of the problem [Explain in plain English and in less than one page the problem(s) needing to be solved. Present the cause of each problem, who is affected, and how they are affected. Describe the nature of the problem for example whether it is immediate, transitory, ongoing or escalating. ] 1.4 Evidence of the problem [Provide the evidence of both the cause and effect of the problem. Evidence might include: · demand forecasts with assumptions; · key performance indicators (KPIs) on current performance levels; and/ or · facts/examples of the problem.] 1.5 Timing considerations [Describe why the problem needs to be solved by government at this time, noting any connections to long-term planning documents. Explore whether the problem is suited to a staged response. Explain the implications of delaying a response to the defined problem such as: · physical or capacity limits will be reached · significant reductions in the level of service (quality/quantity) will be experienced · failure to meet specific government commitments or legislative requirements · requirement for urgent action at additional cost due to asset failure, system overload etc; · lead time for investment to become operational; and · any critical dependencies with related service requirements.] 1.6 Consideration of the broader context [Explain whether similar needs or opportunities exist either inside or outside your organisation that might be addressed together with this proposal. For example, benefits of a wider sectoral approach, integration opportunities, pilot studies in other sectors that may impact the type of response.] 2. Part 2 Benefits [For asset proposals this Part should revisit and confirm the currency of the analysis of the benefits in the earlier strategic business case (strategic assessment or preliminary business case). This will involve re-presenting the information from the strategic business case, reassessing its validity and further substantiating the evidence of benefit delivery where appropriate. The intent is to strengthen the case for the benefits, and briefly outline any significant changes since the strategic business case. For agencies using the Investment Management Standard to map benefits, note that not all benefits identified as part of an investment logic mapping process will be suitable for inclusion in an economic evaluation of an investment proposal. Economic evaluations focus on welfare impacts on society rather than agency specific impacts and transfer benefits. Economic benefits which would be suitable for inclusion in economic evaluations are typically specific, tangible, and able to be monetised and can be linked unambiguously to an investment or activity. DTF can provide case-by-case guidance to agencies on this issue as needed.] 2.2 Benefits to be delivered [Explain the key benefits that flow if the problem is solved. (These can be drawn from the investment logic map and benefit map if available.) List key high-level economic, social and environmental benefits the initiative will deliver. Any dis-benefits or negative consequences resulting from addressing the problem must be outlined clearly.] 2.3 Importance of the benefits to Government [Show how this investment will help to advance the government and/or organisation to meet its objectives. This might include reference to the size and timing of those benefits. Describe how this initiative connects to government priorities and the department’s corporate, strategic and long term planning documents.] 2.4 Evidence of benefit delivery [Define the measures and key performance indicators that will show whether the benefits have been delivered. These benefits provide evaluation criteria and objectives for the development and selection of interventions and options. Details of baseline, interim and target measures, dates for the KPIs and the person/position responsible for delivering the benefits should be included in an appended benefit management plan or equivalent, which has been updated to reflect the recommended option. Reference or include the benefits management map. Where appropriate (as an alternative to a Benefit Management Plan) an evaluation strategy/framework should be included or attached. ] 2.5 Interdependencies [Identify key interdependencies critical to benefit delivery. For example reliance on other projects or decisions. These interdependencies may require a level of flexibility to be built into the proposal.] 3. Part 3 Strategic response [For asset proposals this Part should revisit and confirm the currency of the analysis in the earlier strategic business case. This will involve re-presenting the information from the strategic business case, reassessing its validity and further substantiating the evidence, feasibility and assessment of the strategic options analysis process. The intent is to strengthen the case for the preferred ‘strategic response’, and briefly outline any significant changes since the strategic business case. 3.2 Method and criteria [Outline the method and criteria used to select the strategic response. Criteria should include the extent to which interventions will achieve the proposed benefits and offer value for money. Identify assumptions and constraints used to inform the development of strategic options.] 3.3 Strategic options analysis 3.3.1 Strategic interventions [Explain the potential strategic interventions. Describe and provide evidence or reasoning as to why these interventions might have an impact. The table may be used to outline strategic interventions. Note it is not mandatory.] Strategic Interventions Intervention 1 Intervention 2 Intervention 3 Intervention 4 Intervention 5 Intervention 6 Intervention 7 Intervention 8 Intervention 9 Intervention 10 Table X Summary of potential strategic interventions [The number of strategic interventions that should be considered depends on the scale and complexity of the problem/investment.] 3.3.2 Strategic options [Explain how the strategic interventions can be packaged into strategic options. This can be imported from the preliminary business case, provided that ongoing currency of information has been revalidated. The table may be used to outline strategic interventions. Note it is not mandatory.] Strategic options Option 1 Option 2 Option 3 Option 4 Option 5 Option 6 Strategic Interventions
Intervention 1 Intervention 2 Intervention 3 Intervention 4 Intervention 5 Intervention 6 Intervention 7 Intervention 8 Intervention 9 Intervention 10