1Project context
2Options considered
| Option | One-line summary |
|---|
The first option labelled Do nothing is the baseline. The financial model below is for the option you recommend; the others are compared qualitatively in the PDF.
3Financial parameters
Discount rate reflects time value of money. Hurdle rate is the IRR threshold below which the project does not clear capital allocation.
4Costs (recommended option)
| Year | CapEx ($) | OpEx ($) |
|---|---|---|
| Year 0 (now) | ||
| Year 1 | ||
| Year 2 | ||
| Year 3 | ||
| Year 4 | ||
| Year 5 |
5Benefits (recommended option)
| Year | Financial benefit ($) |
|---|---|
| Year 1 | |
| Year 2 | |
| Year 3 | |
| Year 4 | |
| Year 5 |
| Benefit | Metric | Target by date |
|---|
6Uncertainty drivers
| Driver | Optimistic (%) | Most likely (%) | Pessimistic (%) |
|---|---|---|---|
| CapEx variance | |||
| Benefits realisation | |||
| OpEx variance |
Convention: pessimistic CapEx and OpEx are higher than base (positive %), pessimistic benefits are lower than base (negative %).
7Top risks
| Risk | Likelihood (%) | Impact ($) | Mitigation |
|---|
Compute the case
Press the button. We will run 20,000 Monte Carlo trials, compute NPV, IRR, payback and ROI, and rank your uncertainty drivers by impact.
Results
Probabilistic NPV (20,000 trials, Beta-PERT)
Sensitivity tornado — which driver moves NPV the most
Each bar shows the swing in NPV when that driver moves from optimistic to pessimistic, holding others at most-likely. The widest bar is your biggest exposure.
8Recommendation and decision record
Get the business case PDF
A six-section, audit-ready document with executive summary, options, financial analysis with sensitivity, risks, recommendation and decision record.