The Project Manager may however not have all the knowledge or access to all the information required to create a full Business Case. But she/he must ensure it is done and ask the right people to give the right level of information to be able to finalise the document in IP3 (Refining the Business Case and Risks).

When you start using PRINCE2, the most difficult part of the Business Case is most likely going to be the identification and definition of Business Benefits of the project.

It helps to confirm what Benefits really are as often they are understood to be solely profits. This is not the case as there can be many more types of benefits beyond the simple profit defined as the result of turnover minus costs.
You can define legal benefits, technology benefits, human benefits, environmental benefits and many more depending on the exact nature of the project.

Some projects may never result in pure financial profits, some will even loose money to the company but they are nevertheless compulsory for the viability of the company.

A good example of this are projects of compliance with new legal or regulatory requirements, a new law or a new european directive.

Another example are data migration projects allowing various legacy systems to function together as one operational entity.
Projects of that nature will most of the time cost organisation money without bringing any direct profit. There are nevertheless essential to the good functionning of the business operation and should clearly be done.

When defining the benefits you’ve identified, ensure you make them as measurable as possible.
Don’t forget the Executive will do a Post Project Review of the project outside of the project once those benefits have become measurable, so we need to know how to analyse them in clear and unambiguous terms.

john higham
the french PRINCE2 expert based in France

This year the show is at the CNIT in Paris La Défense on the Tuesday 15 April and Wednesday 16 April 2008.

If you need a ticket, let us know and we will send you one free.

John Higham will also do a presentation about PRINCE2 on the Tuesday 15 April in the afternoon.

Looking forward to meeting you there

Keep in touch,

PMGURU.COM
Le Spécialiste PRINCE2 en France.
The French PRINCE2 expert based in France.

There are many tools available, from pen and paper to the most sophisticated networkable collaborative application.

This choice is often made by the company’s quality and systems department who has decided once and for all on the tool of choice (mainly because had a good deal or a good price for a large number of licenses and not because it fits the company’s requirements…).

You really need to see the needs for the particular project you are working on more than which tool is available to you.
In fact, if the tool is a hindrance to you, change it as quickly as you can to adopt a more flexible solution. In some cases, management will expect the use of certain tools and you then have to comply to their expectations.

A simple rule though, keep your reporting simple and to the point. Remain flexible and use as many generic tools as you can.
This way you will be able to drive your project and not administer it.

The role of a project manager is to ensure the project is done (on Time, on Cost and on Quality …) not that it is beautifully documented.
If documentation is a requirement, ask for some project support to assist you.

john higham