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Business Case-based Decision-making

July 15, 2008 | Author: admin | Filed under: PRINCE2

Business Case-based Decision-making (#8 in the series How PRINCE2™ Can Complement PMBOK® and Your PMP)
By Jay Siegelaub - MBA, PMP, PRINCE2

The Business Case (focusing on the entire scope of change to the business that is affected by the project) is a PRINCE2™ component, but its importance cannot be overemphasized. Responsibility for the Business Case belongs to the Project Board (specifically, the Executive, who represents the Business) and the Project Manager.

The Project Board creates and owns the Business Case; the Project Manager provides the information that enables the Project Board to evaluate the Business Case and also ensures that the Business Case is considered in project decisions. PRINCE2™ drives home the notion of explicit go/no-go decisions – based on the Business Case – in the start-up and initiation of the project, and at the end of each Stage (see Exhibit 3).

Business Case Review

Exhibit 3 – Business Case Review (in “Directing a Project”) by the Project Board

Jay Siegelaub has over 30 years of professional experience delivering and supporting projects in information technology, insurance systems, banking, and nonprofit strategic planning, as well as in the pharmaceutical, financial service, consulting, and consumer products industries. As a recognized educator he has trained thousands of project managers over the past 23 years, including 13 years as the Project Management tutorial instructor for the Drug Information Association.

Jay’s recent responsibilities included leading the North American Change Management and Training practices for a UK-based management consulting firm, training corporate consulting professionals in project and program management, and supporting clients in managing the “people” issues of their business change initiatives. He has authored articles on training, project management and information technology for various publications, and often presents at conferences, including the PMI North American Congress (1999, and 2004 – 2007), ProjectWorld and ProjectSummit.

In addition to his PMP® certification, Jay has his MBA in Organization Management from New York University’s Stern School of Business, and is an accredited PRINCE2™ Practitioner, Instructor and Examiner. He has taught and consulted in PRINCE2™ in North America for 10 years (the first US-accredited PRINCE2™ instructor), and worked for the company (and with the authors) that wrote the PRINCE2™ Manual for the UK government.

He has provided Change Management and Project Management consulting and training (including PRINCE2) to companies such as Sun Microsystems, NATO, the United Nations Development Programme, Bechtel, IBM, Philip Morris, Credit Suisse, JPMorganChase and Diageo.

Jay also consults in Organizational and Professional Development.

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