Business case

• Defined
  • Purpose
  • Business Case defined
  • Outputs, outcomes and benefits
  • Types of Business Case
• Approach
  • Overview
  • Developing the Business Case
  • Verifying and maintaining the Business Case
  • Confirming the benefits
• Approach - The contents
  • Typically contains
  • Reasons
  • Business options
  • Expected benefits
  • Timescale
  • Costs
  • Investment appraisal
  • Major risks
• Responsibilities

Key sections

• Introduction
• Business case
• Organization
• Quality
• Plans
• Risk
• Change
• Progress
• Introduction to processes
• Starting up a projectDirecting a project
• Initiating a project
• Controlling a stage
• Managing Product Delivery
• Managing a Stage Boundary
• Closing a Project
• Tailoring PRINCE2 to the project environment
• Directing Projects with PRINCE2

The PRINCE2® approach

The contents

Business options

There are three basic business options concerning any investment:

• Do nothing
• Do the minimum
• Do something.

‘Do nothing’ should always be the starting option to act as the basis for quantifying the other options - the difference between ‘do nothing’ and ‘do the minimum’/‘do something’ is the benefit that the investment will buy.

The analysis of each option provides the Project Board and the project’s stakeholders with sufficient information to judge which option presents the best value for the organization.
It provides the answer to the question: for this level of investment, are the anticipated benefits more desirable, viable and achievable than the other options available?

The Business Case for the chosen option should be continually assessed for desirability, viability and achievability as any new risks and/or changes may make one of the other options more justifiable.

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.