Describe in detail what is proposed by the Option (scope), clearly linking it to the opportunity defined in Section 1. Any requirements for specialist resources or skills should also be identified here, as well as any dependencies that exist with other projects or initiatives. 3.1.1 Project (output) Capital include all the resources partially used (depreciated) by the project and returned to the organisation once the project is complete. These might include land, buildings, motor vehicles, computers and the like that, from an accounting point of view, appear on the balance sheet assets. Materials are wholly consumed by the project, such as concrete, timber, hire equipment and the like. These appear in our financial statements as an expense. You must also allow for the wages, salaries and on-costs (such as holiday and sick leave) of the project team, including contractors and consultants. You should also include any relevant travel and accommodation required by the project in this category. Transfer costs are incurred in taking the project live; in other words, transferring the output(s) from the project team to the client. These might include things such as user documentation, training manuals and client walk-throughs. Other indirect (overhead) costs may also be considered here, especially if the indirect costs of one or more alternatives are significantly different. Capital Materials Labour Contractors / consultants Transfers Other Total Where appropriate, you should discuss the basis for estimating these costs and your level of confidence in these estimates. On larger projects, you might also like to consider the oppportunity cost of these investments.
Describe in detail what is proposed by the Option (scope), clearly linking it to the opportunity defined in Section 1. Any requirements for specialist resources or skills should also be identified here, as well as any dependencies that exist with other projects or initiatives. 3.1.1 Project (output) Capital include all the resources partially used (depreciated) by the project and returned to the organisation once the project is complete. These might include land, buildings, motor vehicles, computers and the like that, from an accounting point of view, appear on the balance sheet assets. Materials are wholly consumed by the project, such as concrete, timber, hire equipment and the like. These appear in our financial statements as an expense. You must also allow for the wages, salaries and on-costs (such as holiday and sick leave) of the project team, including contractors and consultants. You should also include any relevant travel and accommodation required by the project in this category. Transfer costs are incurred in taking the project live; in other words, transferring the output(s) from the project team to the client. These might include things such as user documentation, training manuals and client walk-throughs. Other indirect (overhead) costs may also be considered here, especially if the indirect costs of one or more alternatives are significantly different. Capital Materials Labour Contractors / consultants Transfers Other Total Where appropriate, you should discuss the basis for estimating these costs and your level of confidence in these estimates. On larger projects, you might also like to consider the oppportunity cost of these investments.
Business_Case_Major_template.docx