Demand — Templates

Money already spent gets no vote.

About these templates

Demand produces two instruments: the Investment One-Pager and the intake/demand log. Both are structured for the Managed setting; Lean adaptations use a subset of fields; Enterprise adaptations add governance fields and submission windows. Fuller tool guidance is in Book 2.

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B1 — The Investment One-Pager

Purpose: The standard framing document that every investment — new or in-flight — must complete before entering the comparison. It states the minimum required to apply the reference framework. It is not a full business case.*

In-flight investments complete sections marked [IF] with current knowledge, not the original case.

Section 1: What and why

Field	Content
Investment name	A specific, unambiguous name (not a project code)
Sponsor	Name and role of the accountable senior individual
Investment lead	Name and role of the person managing delivery
Type	Programme / Project / Product / Initiative / Experiment
Funding status	New proposal / In-flight (year [N] of [N]) / Renewal
What it is	2–3 sentences: what will be done and what will change as a result
Intended beneficiary	Who experiences the value — and who will confirm it arrived
Return claim	The specific, measurable outcome claimed: [value], [unit], [by when] [IF: updated from original]
Confidence level	High / Medium / Low — and the primary reason for the rating

Section 2: Strategic fit

Field	Content
Strategic priority addressed	Which named priority from the strategy-on-a-page (A1) does this directly advance?
Link description	One sentence: the mechanism by which this investment advances the priority
Fit rating	1–5 against the strategic-fit criterion (using the scoring definition in A2)

Section 3: Cost and resource

Field	Content
Total cost to complete	Money remaining to spend [IF: updated cost-to-complete, not original budget]
Cost this period	What the investment requires from the pool in the current funding period
Scarce skills required	Which capabilities are needed that are in short supply across the portfolio
Peak resource period	When the investment’s demand on shared resources is highest

Section 4: Risk and confidence

Field	Content
Primary risk	The single most likely cause of failure
Probability	High / Medium / Low
Impact if it fails	On this investment, and on other investments that depend on it
Risk rating	1–5 against the risk criterion (using the scoring definition in A2)
Uncertain bet?	Yes / No — if Yes, this investment is a candidate for fund-to-learn treatment (see Annex D)

Section 5: Forward value (in-flight only)

Field	Content [IF]
Original value claim	What the investment promised when funded
Updated value estimate	What the investment now expects to deliver, based on current knowledge
Cost to complete	Money still to spend — excluding what has already been spent
Forward-value summary	One sentence: value still to come vs cost still to spend

A completed One-Pager that cannot state a forward value for Section 5 is not ready for re-comparison.

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B2 — Intake and demand log

Purpose: The single record of everything competing for the portfolio’s pool — new proposals, in-flight investments, and investments flagged for stopping. Maintained continuously; reviewed at every Steer and Review meeting.*

ID	Investment name	Sponsor	Status	Date surfaced	One-Pager complete?	Uncertain bet?	Outcome	Date decided	Notes
[001]	[Name]	[Name]	New / In-flight / Pending stop	[Date]	Yes / No / Draft	Yes / No	Funded / Declined / Deferred / Stopped	[Date]

Column notes:

1. Status: New (not yet in the funded set), In-flight (currently funded), Pending stop (in the stop-or-continue process).
2. One-Pager complete? An investment without a completed One-Pager may not enter the comparison.
3. Outcome: Every investment that enters the log must leave it with a recorded outcome. An investment that was informally declined and not recorded is an invisible rejection — and invisible data.
4. Notes: Record any conditions attached to the decision (e.g. “funded subject to Q2 capacity confirmation”) and any subsequent changes.

Maintenance rules:

1. Every proposal — from any source, at any stage — enters the log at the point it is formally surfaced, not at the point it is approved.
2. Nothing enters the comparison without an entry on the log.
3. The log is owned by the portfolio office (or the portfolio owner at Lean). It is visible to all who propose or decide.
4. A proposal that is informally discouraged must still be logged and given a formal outcome. Invisible declines are data losses.