Project Office and Business Case Development
The Project Office needs to become an expert in business case development.
Most project managers are appointed after the business case is developed.
- Project manager may not be able to contribute to the business case.
- Project might not be approved and/or funded and it’s an added cost to have the project manager on board early.
- Project is not well-defined yet. It may be too early to determine who would be the best choice for project manager.
- The project manager ultimately assigned may not have sufficient knowledge about assumptions, constraints, and alternatives considered during business case development. This could lead to a less than optimal project plan.
- Project charter–prepared by someone else—may not have all the necessary assumptions, alternatives and constraints.
- The earlier the project manager is assigned, the better the plan and greater the commitment to the project.
- Business case development often results in a highly optimistic approach with little regard for schedule and/or budget. Pressure is then on the project manager to deliver–irregardless.
- Project Office should develop expertise in feasibility studies, cost-benefit analysis and business case development.
- Templates, forms and checklists should be readily available to help in business case development.
- Project Office becomes a practical support to the sales force in making more realistic promises to customers and aid in generating more sales.
Source: Project Management: A Systems Approach to Planning, Scheduling and Controlling by Harold R Kerzner (11th edition).