Although a software engineer by training, part of my job is to pick ideas, figure out which ones look “interesting” distill them into plans and present them to extremely technically clued in management, so they could come up with staffing and purchasing decisions (it’s just one way of getting things done).
Generally, if you’re looking for budget to sell something to management it actually helps to have several options (3 or 4 alternatives considered, it’s just good form).
In addition to just hardware, each of the alternatives should include estimates of effort required to get the system running, maintenance, and best guess of projected cost of getting off the system once it’s reached the end of its usable lifespan. (basically capEx and opEx)
A thing to factor into cost of hardware is also the cost of recycling and expected value you can get for hardware on second hand market once it’s past its lifespan, or if you can recycle internally - even better.
Also, mention some risks during deployment, and risks during exploitation, for each of the alternatives considered.
If you plan on periodic disaster recovery testing, and have plans to test restoring from backups, mention those as well. (Or mention there’s no plans, or plans are TBD)
Mention any service / support plans / warranties vendors might have.
For the technical nitty gritty,
Backups.
Isolation and abuse prevention (what’s the expectation there and what’s the plan, how much does it cost?)
Given how it’s a storage system, you need to mention if/when you’re going to implement and respond to policies, for example, what’s your legal hold strategy. (If you have employees or students storing data and named in a lawsuit, typically you’re required to not delete data, or allow employees to do so). Inversely, if a data is deleted how long before it’s unrecoverable.
If someone walks out with some hard drives, is the data encrypted? is there any physical security looking after the data?
These are just some of the things that once you’re working in a mature organization become part of your regular internal processes. When coming up with a pitch on why you think something’s worth spending money on, or why it’s worth hiring more people, you generally don’t provide all these details, but you’ll be expected to be able to answer precisely and concisely and provide references to research and other documentation to support your recommendation.
You do your week or two of research, you show up, you go over it again at a high level offering for an opportunity to ask any last minute questions you get your 1 extra staff and 10million in hardware or whatever you asked for, and they’re happy cause you solved their problem and they can focus on something else next, and you’re happy cause you get to go back to your day to day.