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Assessing why it is worth doing
The Project Manager now develops the project from concept into a formal Business Case. The Business Case shows the justification for the undertaking of the project by presenting the project's value as a genuine business need and its strategic value to Brookes on a sound and informed basis. This returned value is presented against both the costed effort needed to achieve the change and to sustain it in the longer term.
The Project Manager works with stakeholders to appraise options that may provide the solution to the project deliverables. Each option is assessed for viability, best value for money and best fit for purpose and detailed within the Business Case, supported by the project's recommendation. It is good practice to appraise a number of solutions for the Project Board to consider and approve. Project Managers should talk to their Management Accountant for advice and support in costing and options appraisal..
The Business Case also presents the value of the anticipated benefits and how they map to the the relevant strategic objectives. In stand alone projects The Project Manager will begin the Benefits Management process and conduct benefits identification and mapping work to do this. Project Managers within strategic change programmes should talk to their Programme Manager for a copy of the relevant Benefits Map and Benefits Profiles. Talk to the VPO for support and facilitation with benefits mapping workshops.
The Project Manager puts together requirements for the core project team, set roles and responsibilities, and identifies any knowledge and skills gaps that will need development.