We’ve developed the Business Case Approach (BCA) Q&A tool to help you select the right development path through the BCA for your investment proposal. It’s based on the BCA principles and, by asking you some simple questions, it can help guide your thinking around what to do next as you develop your business case.
Find out more about the BCA principles
Read about the phases of the BCA
The BCA Q&A tool uses a completed strategic case or programme business case as a possible starting point, and suggests a suitable next phase for continuing the development of your business case. The tool does not use an indicative business case, detailed business case or single-stage business case as a starting point, because at the end of these phases you should have a good idea of how to proceed. |
The tool offers suggestions only. To make the most of the BCA Q&A tool you should:
Watch the video for an overview of the Q&A tool, or scroll down to begin using it.
Answer each question below to receive a prompt on the next phase of business case development.
What phase of business case development are you at now?
To begin identifying the appropriate next phase, consider the following four questions:
Is the activity you’re trying to progress a stand-alone issue, rather than part of a larger systemic problem? Think about the interdependencies between this activity and the rest of the programme.
Is the activity indicated in a fit-for-purpose activity management plan (AMP)?
Does the proposed activity involve a high level of risk or complexity; for example, because of uncertainty, political interest, public interest or technical issues?
Does the investment involve high cost, or is there a likelihood the options will have far-reaching and significant implications?
Does the investment trigger your organisation’s significance policy?
Are you in a position where seeking a formal decision from the Transport Agency at the end of option selection will help to manage investment risk?
To begin identifying the appropriate next phase, consider the following four questions:
Is the problem a stand-alone issue, rather than part of a larger systemic problem?
Is the activity indicated in a fit-for-purpose activity management plan (AMP)?
Is the proposed activity high-risk or high-complexity, or is there a high level of public interest?
Are the problems likely to require coordination of multiple activities, multiple stakeholders or multiple investors?
Are the problems mostly stated at a strategic level, rather than an operational one?
Is more work required to fully understand the problem(s)? For example, if the root causes are not clear, or if you need more evidence to check the consequences.
Based on your answers, the most appropriate next phase for your business case is an indicative business case (IBC).
Think about this suggestion critically, and test how relevant it is to your business case. The Transport Agency expects that most activities seeking National Land Transport Programme (NLTP) investment will follow the single-stage business case (SSBC) path. However, in some cases you may need to complete a separate indicative business case (IBC) and detailed business case (DBC) instead of an SSBC. For example, because:
- your proposal involves high risk or complexity; for instance, due to uncertainty, political interest, public interest or technical issues
- your proposal involves high cost, or a likelihood of a very wide range of options
- your proposal triggers your organisation’s significance policy or satisfies your organisation’s criteria for high risk, cost or complexity (different approved organisations have different criteria).
If this sounds like you, then consider an IBC.
Remember that in some cases an investment will need more than one activity-level business case (SSBC or IBC and DBC). If this happens, you will need to think about how you will coordinate these business cases.
If you’re uncertain about which development path to follow, get in touch with your local Transport Agency investment advisor for support and guidance.
Did you find this tool useful? Please let us know if this wasn't helpful and what improvements we can make.
Based on your answers, the Q&A tool cannot make a suggestion about which phase should be next for your business case at this time.
It is likely that you will need to do more groundwork to better understand your business case. You may need to talk to your NZ Transport Agency investment advisor to work out the most appropriate next phase in the development of your business case.
Think about this suggestion critically, and test how relevant it is to your business case.
Do you need to refine your understanding of the strategic context and strategic assessment? Do you need to work out the answers to the investment questions before you can proceed? Or do you need to consider suspending or stopping work on your business case? That is, if the problem owner and stakeholders agree. For example, this could be because no real consequences have been identified, or there isn’t enough evidence that the problem exists at this time, or even if there’s poor alignment with wider strategic goals or objectives.
All of the above can be good outcomes, because they mean you’re building the understanding and buy-in that you need before trying to develop the detail.
Try returning to the BCA Q&A tool later to see if you get a different result.
Did you find this tool useful? Please let us know if this wasn't helpful and what improvements we can make.
Based on your answers, the most appropriate next phase for your business case is a single-stage business case (SSBC).
Think about this suggestion critically, and test how relevant it is to your business case.
When you decide what to do next, your final questions to think about are:
- What more do you need to do to fully define the scope of your investment?
- How will you secure funding for continued development of your business case?
Remember that in some cases an investment will need more than one activity-level business case (SSBC, or indicative business case and detailed business case). If this happens, you will need to think about how you will coordinate these business cases.
Occasionally – and only for simple changes – you may be able to progress directly to implementation. For example, if an activity is:
- indicated in a fit-for-purpose activity management plan (AMP)
- sits within the Transport Agency’s relevant funding criteria for approved programmes, for example a low-cost, low-risk activity.
Did you find this tool useful? Please let us know if this wasn't helpful and what improvements we can make.
Based on your answers, the most appropriate next phase for your business case is a programme business case (PBC).
Think about this suggestion critically, and test how relevant it is to your business case. When you decide what to do next, your final questions to think about are:
- What more do you need to do to fully define the scope of your investment?
- How will you secure funding for continued development of your business case?
Did you find this tool useful? Please let us know if this wasn't helpful and what improvements we can make.
Based on your answers, the Q&A tool cannot make a suggestion about which phase should be next for your business case at this time.
It is likely that you will need to do more groundwork to better understand your business case. You may need to talk to your NZ Transport Agency investment advisor to work out the most appropriate next phase in the development of your business case.
Think about this suggestion critically, and test how relevant it is to your business case.
Do you need to refine your understanding of the strategic context and strategic assessment? Do you need to work out the answers to the investment questions before you can proceed? Is there sufficient confidence in the case for change to continue, despite some gaps existing – for example in the evidence base?
Or do you need to consider suspending or stopping work on your business case? That is, if the problem owner and stakeholders agree. For example, this could be because no real consequences have been identified, or there isn’t enough evidence that the problem exists at this time, or even if there’s poor alignment with wider strategic goals or objectives.
All of the above can be good outcomes, because they mean you’re building the understanding and buy-in that you need before trying to develop the detail.
Try returning to the BCA Q&A tool later to see if you get a different result.
Did you find this tool useful? Please let us know if this wasn't helpful and what improvements we can make.
