Converting two cracked tennis courts beats resurfacing, patching and a playground, on conditions, in a business case for MT245 Unit 3 that sets cost against expected use. Searches like "mt 245 unit 3 assignment example", "mt245 unit 3 sample" and "mt245 unit 3 example" land here.
What a finished MT245 Unit 3 business case looks like
The town's own figures open the five pages: courts 3 and 4 were last resurfaced in 2011 and closed nineteen days last season for trip hazards, while the local pickleball club turns away about 40 players a week from its two gym nights. An options table follows. Option A converts courts 3 and 4 into eight pickleball courts for 171,400 dollars. Option B resurfaces all four for tennis with pickleball lines painted on two, at 118,000. Option C patches and keeps playing at roughly 9,000 a year until the courts close. Option D moves the money to the Elm Street playground, quoted at 210,000, leaving the courts to option C. Columns show weekly players, cost per player-visit over a ten-year surface life and what stays unsolved. Risks and two conditions close the case.
How a MT245 Unit 3 example is structured
The problem is framed as a loss the town already records, closed days and turned-away players, rather than as enthusiasm for a new sport, which gives every option something to be measured against. Options come before any recommendation, and they include doing very little and spending the money elsewhere, because a case that compares a project only with itself proves nothing. All four face the same three criteria: cost, expected use and what stays unsolved. Use figures come from the department's court counts and the club's sign-up sheets, each labeled as an estimate. Rental income is shown on its own line and kept out of the comparison, since a town facility is not justified on revenue alone. The recommendation carries two conditions, the state grant or a trimmed scope, and a noise check at the north fence.
A loss the town already counts
Nineteen closed days and about forty players turned away each week, figures the department and the club already keep, stated before any solution is named.
Four options, one of them elsewhere
Conversion, tennis resurfacing, patching, and the playground across town, because the honest competitor for this money is another project, not only a cheaper version of this one.
Cost per player-visit
Each option's cost spread over a ten-year surface life and divided by expected visits, which puts eight pickleball courts at about 1.36 dollars a visit against 1.57 for resurfaced tennis.
Rental income kept aside
Court reservation fees appear on a separate line, so the comparison rests on use and cost rather than on money the town may or may not collect.
Two conditions on the recommendation
Conversion goes ahead if the state grant arrives or scope is trimmed to fit, and if a noise check at the north fence shows the neighbors can be protected.
Where marks go in MT245 Unit 3
Arguing for the project with no alternative on the table is the weakest version, since the usual question is why this project deserves the money over something else the town could buy with it. Benefits stated as popularity or community spirit, with nothing counted, give a reader nothing to weigh. Undergraduate rubrics commonly expect a do-nothing option and at least one real competitor, costed on the same basis. Mixing one-time costs with yearly costs, so that a patch budget looks cheaper than it is, is a frequent error. Recommendations that ignore an obvious risk, here the neighbors' concern about paddle noise, read as advocacy rather than analysis. Figures without a source draw comments. Cases that never say what would change the recommendation, or that ignore where the money comes from, leave the decision-maker unable to act.
Get a MT245 Unit 3 example written to your instructions
Business cases turn on the options a scenario offers, so share the case study or workplace proposal behind Unit 3, any cost figures provided and the rubric. The opening case costs nothing, takes 24-48h, and compares the project honestly with at least one other use of the same money, doing nothing included.
MT245 Unit 3 questions, answered
Does a public project need a financial return to be justified?
Not usually. Public and nonprofit cases often rest on use, safety or service levels rather than profit, and graders accept that when the benefit is counted in some form. The example uses player-visits and closed days. Revenue can still appear, but on its own line, so it supports the case without becoming the whole argument.
Why include an option that spends the money on something else?
Because that is the real decision. An organization choosing whether to fund a project is also choosing what not to fund. Comparing the project with a cheaper version of itself is useful, but only a genuine alternative shows the cost of the choice. The example uses a playground replacement the town has also been asked to pay for.
How accurate do the usage figures need to be?
Reasonable and sourced, not precise. Strong cases label each figure with where it came from, a count, a sign-up sheet or a comparison with similar facilities, and say it is an estimate. The example's figures are rough, so it names the point where the ranking would flip: pickleball use about an eighth below the estimate.