That's not a Business Case, Part 2

Next Time

For those who have worked with the Results Chain™ technique found in Macroscope, the most powerful justification for an investment is how it will contribute toward important business outcomes. Here’s how I’d want to use it to approach this question next time. This is a first draft of a model I could use to stimulate deeper understanding and facilitate decisions.

There are some further lines of reasoning, but this gives the main picture.

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That's not a Business Case, Part 1

The Need

I was recently asked to help with a business case for a course. It was a “soft skills” course that would contribute to team building, collaboration, creativity and productivity. The client knew instinctively that the course was important to the development and performance of her people, but she had to convince her boss that they should spend the money now instead of next year.

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A Tool is Just a Tool, Part One

A Tool is Just a Tool

Look what We Bought

“We just bought the Mark X Ultimate Extreme Project Management Tool so we don’t need Macroscope for project management,” said the freshly-appointed PMO manager.

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What does Macroscope Contradict?

“What you’re telling me from Macroscope isn’t identical to what My-Favorite-Guru tweeted yesterday, so you’re wrong!”

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A Tool is Just a Tool, Part Two

So How would Macroscope Help?

With a different tone in his voice, the PMO Manager went on, “Even so, I’m afraid I don’t see how all the Macroscope templates would solve those issues.”

“If Macroscope were only a collection of templates, I’d agree with you completely”, replied the greybeard. “How could you expect to be inspired in best practices by just filling in a template? That would be like expecting the hammer to hit the nail by itself. Macroscope is designed to work with any decent PM tool – but the tool is only a useful part of a bigger picture.”

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