Focusing on realisation of effects through high credibility and reduced complexity.
One of the major pitfalls of working with a business case is that it becomes too complex, and it is unclear who owns the effects of the project. Fundamentally, focus has to shift from calculations to conditions for calculations – what assumptions have we made in order to create the basis for decision-making?
Today, nobody pays much attention to how the calculations were made (often because it is unclear how data have arisen), or if it in fact makes any sense at all to calculate all costs and effects.
It seems as if figures in a calculation model have more value, simply because they are there – not because the conditions and assumptions are in order. In consequence, organisations typically face three overall challenges: