GB20 Nodes training course Building GBIF Nodes I: Creating a strong case for your Node Alberto González-Talaván Senior Programme Officer for Training GBIF Secretariat 4 October 2013
Building GBIF Nodes I: creating a strong case for your Node
Dec 04, 2014
This presentation focuses on how to create a (business) case for your GBIF node, that can be used to refine plans, to request funds, to focus promotion and outreach efforts upon and much more.
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GB20 Nodes training course
Building GBIF Nodes I:Creating a strong case for your Node
Alberto González-TalavánSenior Programme Officer for TrainingGBIF Secretariat
4 October 2013
Summary
Business cases are tools used very frequently to present
proposals, defend positions, convince audiences, etc.
GBIF Nodes can benefit from using this framework as it
requires going through a systematic process of planning
and critical thinking that pays off in the future.
In this module we will work with business cases as a generic
tool. Other modules will give you additional insight on how
to complete your business cases with relevant content.
This presentation corresponds to
Module 1 of the GB20 Training
course for Nodes hold in October
2013 in Berlin, Germany.
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Rationale: definition
A business case is:
“A communication tool, composed in a language that
the target audience understands and with enough
detail to facilitate decision making on his/her part”
From Ilya Bogorad, 6 Essential Elements for a Winning Business Case, Tech Decision Maker, July 19, 2011
Rationale: definition
A business case is:
“A communication tool, composed in a language that
the target audience understands and with enough
detail to facilitate decision making on his/her part”
From Ilya Bogorad, 6 Essential Elements for a Winning Business Case, Tech Decision Maker, July 19, 2011
Rationale: what form can it take?
A high-level proposal to a Ministry to join an
organization such as GBIF
An action plan for a national agency for the creation of
a BIF and a node (or its maintenance)
An annual plan
A project proposal to a funding agency to support data
digitization
A proposal for a collaboration agreement between
organizations
A talk in a national symposium to encourage data
publishing and open access
Rationale: why having one?
Establish the Node position and scope
Secure funds
Ensure sustainability
Be better prepared for unexpected challenges and
opportunities
Increase the success rate of your proposals
Influence your professional career
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Characteristics
• Written for the decision maker
• Easy to follow and understand
• Well structured
• Clear and concise
• Rigorous
• Relevant
• Solid
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Know your audience!
Who will be taking the decisions?
Who can influence their decisions?
Institutional policies / mission
Individual interests
Adjust your language & jargon level
Include the adequate level of detail
Explore other previously approved projects
Try to get their opinion early
?
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Components
1. Executive summary
2. Background information
3. The problem/need/opportunity statement
4. Analysis of the situation and future impact
5. Proposed solutions and recommended alternative
6. The implementation plan
7. Cost/benefit analysis
8. Conclusions and reasoning
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Components: executive summary
High level view
Condensed view, with all components
Plain language
It is the key to the rest of the document
Last part to be written
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Components: background info
Just enough basic information that the stakeholders
need to know to understand the proposals and the
current situation
More important when presenting cases to external
audiences
Make sure your sources are reliable
i.e. a description of the current way of dealing with biodiversity
information and resources, including relevant actors at the
national level.
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Components: the problem
The reason you are creating the case. It could be:
• A problem, a situation that needs to be fixed
• An opportunity to generate benefits, revenue,
reduce costs, increase efficiency, etc.
• A formal requirement, a mandatory change
Important to be objective, neutral.
i.e. inefficiency dealing with data, lack of (unified) data
access, inability to optimally manage natural resources,
international commitments not fulfilled, repeated
investments to collect similar data.
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Components: the analysis
Additional information on how the situation came to
be as it is
It provides projections on how the situation can
continue if nothing is done
A preamble of the next section
You can use generic analysis tools such as SWOT.
i.e. financial costs of continuing things the same way.
Scalability issues. International image.
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Components: the solutions
Description of SEVERAL ways to deal with the situation
(3-4 is a good number)
Sufficient detail to be understood
Sufficient data so the different options can be compared
One of them must be identified as the preferred
solution.
Anticipate objectionsi.e. organizing an independent national information system,
copying the system used in another country, re-focusing
an existing system, etc.
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Components: implementation plan
It should provide enough detail on how the preferred
solution could be implemented
No need for an exhaustive plan
Make the links with the problem and analysis section.
Include a risk assessment section
i.e. you can include details about scope, governance, work
teams, roles and responsibilities, external resources,
communication plans, schedules, risk management.
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Components: cost/benefit analysis
The level of detail can , but always REALISTIC.
Highlight quantitative AND qualitative benefits and costs.
Consider direct and indirect costs.
Try to use ‘their’ data
i.e. Quantitative: Direct savings due to increased efficiency and
investments already done by others.
Qualitative: international and national positioning, transparency,
adoption of best practices, improved information access,
increased capacity, etc.
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Components: the conclusions
Motivational summary that refers to the points
included in the previous sections.
Includes the main points and figures
Works as a call for action
i.e. Investing X € will generate Y € in savings and will
produce the A, B, C immediate benefits.
44 55 66 77332211 88
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Best practice
1. ALWAYS adapt to your situation and audience
2. Give real alternatives as solutions
3. Find out where the opposition is likely to come
4. Make your audience ‘own’ the data
5. ‘Test the waters’ early
6. Be concise, clear, logical and persuasive
7. Be ready to discuss your proposal in 30 seconds, 5
minutes and 30 minutes.
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Resources: specific for Nodes
Global Biodiversity Informatics Outlookhttp://www.gbif.org/orc/?doc_id=5353
GBIF Strategic planhttp://www.gbif.org/orc/?doc_id=2792
Benefits of participating in GBIFhttp://www.gbif.org/participation/outreach
How to create strategies and plans for Nodes
→ Module 2A.
How to strategically position your Nodes
→ Module 2B.
Uses of data
→ Modules 4A, 4B.
Resources: about business casesJonathan Wu, 2001, Creating a successful business case to
advance your initiative.http://www.information-management.com/news/4330-1.html
Ilya Bogorad, 2011, 6 essential elements for a winning business case.http://www.techrepublic.com/blog/tech-decision-maker/6-essential-elements-for-a-winning-business-case/.
Margaret Rouse, 2012, How to write a business case document. http://whatis.techtarget.com/definition/How-to-write-a-business-case-document.
Bizvortex Consulting Group Inc., Business case template.http://new.bizvortex.com/products/.
Ilya Bogorad, 2010, Thirty tips for a better proposal or business case.http://bizvortex.wordpress.com/2010/07/29/.
Bizvortex Consulting Group Inc., 2010, Business case tips.http://new.bizvortex.com/wp-content/uploads/2010/05/Business-Case-Tips.pdf
Steven Gara, 2013, How to build a project’s business case. http://news.dice.com/2013/04/12/how-to-define-a-business-case/.
More info at http://community.gbif.org/pg/pages/view/36138/
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Outline
1. Rationale
2. Characteristics of a successful case
3. Know your audience!
4. Components of a business case
5. Best practices
6. Resources
7. Conclusions
Conclusions
Business cases are a good tool when presenting
proposals related to your Node
Helps to go through a process of analysis and
planning that pays off
Helps you to catch opportunities and adapt to
changes
They can be applied at
very different levels
Adapt them to the audience
and the situation
GB20 Nodes training course
Building GBIF Nodes I:Creating a strong case for your Node
Alberto González-TalavánSenior Programme Officer for TrainingGBIF Secretariat
4 October 2013
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