This section is deliberately short as, although this is an important phase in implementation, the position should be clear. The stakeholders should have been identified and all the information necessary collected during the earlier steps in the process: - The value expected to learners and expected uptake.
- The value to the sponsoring organisation.
- Cost of implementation and subsequent operation.
It now needs documenting and presenting so that the Return On Investment (ROI) is clear and financial approval can be obtained.
There are many types of business justification, as the value is derived from many places (discussed in 5.3.1 value to the sponsor). To commercial operations it may be purely a financial consideration, whereas to a police force it may be based on how the streets can be made safer.
It is also quite possible that before justification, or a condition of justification, may be that a pilot is carried out that tests assumptions and confirms the feasibility and attractiveness of the implementation.
Justification is revisited more than once in the life of the implementation. The implementation should be staged into bite-sized but coherent chunks of work, and the justification revisited at the end of each stage to assess:- has the world moved on in such a way that the value no longer exists?
- have costs escalated such that the implementation is no longer justifiable?
- if any areas of the system have had to be reduced due to new or better understood constraints, are they so significant that the implementation has lost too much value to continue?
If any of these have occurred, then justification can and must be revoked.
...continue to implementing design
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