I don't work for an development company, but we have been working in partnership with one to develop an application for use internally within our business. The application is somewhat "niche", and so while we have the ability to scale it and roll it out to our other locations (we are an international company), it is unlikely that we will be releasing it onto the global market (eg. selling to our competitors). Even if we did, the application would be somewhat niche and the market small.
In order to get funding for the project, we needed to prepare a business case. We used an Agile-ish development approach, in that we built our business case on developing the "minimum viable product", and got approval for budget on that basis. We were extremely fortunate to be be working with a technology provider who was very focused on the end-user / usability of the application, as well as the minimum technical functionality, and as a result our "minimum viable product" was actually very polished.
However, as we went through the development, we identified a large number of possible enhancements, both to the functionality and to the user experience (and even a few architecture ones). Given that we had a constrained budget & timeline, we had to be quite aggressive and disciplined in prioritisation. The result is that we now how our application ready to roll-out to the end users, but a large list of really good opportunities in our backlog, for which we have no budget to progress them.
I really want to make the case to get more funds and develop the app further, but it is hard to make the business case. From the company's perspective, this is not our core business: it is a tool to help us deliver our core business, and therefore budget must compete with other activities. As we have delivered our "MVP", we have delivered most of the value (at least in the eyes of the budget holders). The additional features have a much reduced return-on-investment compared with the MVP.
How do people generally make the case for adding the next feature set in agile projects? How do you convince budget holders and decision makers of the value of the user-experience, the intangibles, the polishing; particularly in a niche application like ours where you don't need continuous releases and updates to stay ahead of the competition?
This link provided some thoughts, but it doesn't really provide me with any answers. Does anyone have any thoughts on how to frame additional features vs diminishing value?
Note: The original business case was made on taking a manual process and making it semi-automated (using software for what was once paper-based). The additional features are around better data integration with other systems, UI enhancements, changes to some of the application logic to make it more flexible: i.e. all valuable things, but none with a fantastically high "return on investment".