Oracle Programme Business Case & ROI Modelling

Build the case that survives scrutiny. How to build and stress-test an Oracle investment business case — from total cost of ownership through to risk-adjusted ROI, using real Africa and Middle East benchmarks. 6 hrs · 2 sessions · Intermediate. Overview Most Oracle business cases are built on vendor-supplied numbers, optimistic assumptions, and implementation timelines that no one believes. They get approved because the strategic rationale is sound, not because the financial model is credible. Then, eighteen months later, when the programme costs twice as much and delivers half as much, no one can explain why the original case looked so compelling. This course teaches leaders to build a business case that is independently defensible — one that a CFO, an auditor, or a sceptical board member cannot easily dismantle. It also teaches leaders on the receiving end of a business case how to interrogate it: which assumptions to challenge, which numbers to triangulate, and which omissions are red flags. Every framework is tested against real Africa and Middle East implementation data drawn from Simpl'IT Consulting engagements. Learning outcomes • Structure a total cost of ownership model for an Oracle programme that a CFO will accept • Identify, categorise and quantify direct, indirect and strategic benefits with defensible assumptions • Build a risk-adjusted ROI calculation with base, downside and stress scenarios • Benchmark your numbers against Africa and Middle East Oracle implementation data • Present a board-ready business case that anticipates and answers the hard questions • Identify the assumptions in a vendor-supplied business case that are most likely to be wrong Prerequisites • No Oracle or technical knowledge required — this is a financial and decision-making course • Basic financial literacy (NPV, ROI concepts) is helpful but not mandatory • Familiarity with how large IT investment decisions are made in your organisation Modules 1. TCO modelling, benefit identification & the cost of not deciding (3 hours) The full cost of an Oracle programme — licence, implementation fees, internal resource costs, opportunity cost of distraction, and the hidden costs that business cases routinely omit: data cleansing, change management, post-go-live support, and the productivity dip that follows every major ERP implementation. How to categorise and quantify benefits: process efficiency gains, headcount redeployment (not redundancy — redeployment), decision quality improvements, compliance cost avoidance, and strategic positioning. The cost of doing nothing: how to model the ongoing cost of the current state, including technical debt, manual workarounds, and the risk of falling further behind on a legacy platform. Africa and Middle East benchmarks: what Oracle programmes of different scales actually cost and deliver in this market. Topics: Total cost of ownership; Licence costs; Implementation cost drivers; Internal resource costs; Benefit categories; Process efficiency quantification; Cost of status quo; Africa implementation benchmarks 2. ROI modelling, sensitivity analysis & the board presentation (3 hours) Building a multi-year cash flow model that a finance director will believe: the right discount rate, the right time horizon, the right treatment of capital versus operating expenditure in an Oracle cloud context. Risk-adjusted ROI: how to build a base case, a downside case, and a stress case — and how to present all three without undermining the investment case. Sensitivity analysis: which assumptions move the ROI most, and how to mitigate those specific risks. How to present a business case to a board or investment committee: the structure, the language, the three questions every board member will ask, and how to answer the ones you can't fully answer yet. Common red flags in vendor-supplied business cases: the assumptions that are almost always wrong, the costs that are almost always omitted, and the benefits that are almost always overstated. Topics: Multi-year cash flow model; Discount rate selection; CapEx vs OpEx treatment; Risk-adjusted ROI; Sensitivity analysis; Scenario modelling; Board presentation structure; Vendor business case red flags Delivery Best delivered as an in-person executive workshop with real programme data from your organisation. Can be run as a standalone course or as the opening session of a broader leadership programme. A board facilitation format (90-minute condensed version) is available for boards evaluating a live Oracle investment decision. Certification Certificate of completion Price USD 950 · per participant per person · indicative · group pricing available HRDC eligibility Up to 75% refundable Mauritius-registered employers may claim this training via the HRDC levy. We provide full documentation to support your claim. Languages English Provider reference SIMPLIT-064-ORACLE_BUSINESS_CASE_ROI

• CFOs and finance directors who need to approve or challenge an Oracle investment • IT directors building the business case for executive sign-off • Executive sponsors who inherited an Oracle programme and need to validate its financial basis • Procurement officers evaluating competing Oracle proposals on financial grounds • Board members who need to interrogate a business case rather than just receive it • Transformation directors responsible for demonstrating Oracle ROI to stakeholders