Apply and tailor business justification including sustainability.
Demonstrates understanding of business case management products: business case document, benefits management approach, and the V7-introduced sustainability management approach. Covers outputs, outcomes, benefits, and dis-benefits. Focuses on establishing business justification, the business case lifecycle, aligning products to business objectives, and analyzing whether approaches are effective and appropriately tailored to project context.
5 minutes
5 Questions
In the context of PRINCE2 7, the Business Case practice is the driving force behind the project, providing the continuous justification for the investment. Its primary purpose is to establish mechanisms to judge whether the project is—and remains—desirable (balance of costs, benefits, and risks), viable (ability to deliver), and achievable (ability to realize benefits). Without a valid Business Case, a project has no reason to exist.
The practice requires the creation and maintenance of two main management products: the Business Case itself and the Benefits Management Approach. The Executive is accountable for the Business Case, ensuring it aligns with corporate, programme, or customer strategies, while the Project Manager is typically responsible for drafting and updating it. A significant evolution in PRINCE2 7 is the explicit inclusion of sustainability targets within the Business Case, ensuring that environmental and social impacts are weighed alongside financial justifications.
From a Practitioner perspective, the Business Case is dynamic, not static. It is developed in outline during 'Starting Up a Project', detailed during 'Initiating a Project', and strictly verified at every stage boundary. If the justification ceases to be valid due to external market changes, rising costs, or reduced benefits, the project must be stopped. The Benefits Management Approach complements this by defining how and when the benefits (the measurable improvements resulting from outcomes) will be measured, which often extends beyond the project's lifecycle. Successful application involves tailoring the Business Case to the project's complexity; a small internal project may require only a few slides, whereas a major infrastructure project requires detailed financial models. Ultimately, this practice ensures that the organization focuses its resources only on initiatives that deliver genuine value.In the context of PRINCE2 7, the Business Case practice is the driving force behind the project, providing the continuous justification for the investment. Its primary purpose is to establish mechanisms to judge whether the project is—and remains—desirable (balance of costs, benefits, and risks), v…