Program Business Case
How can program business case support strategic choice or positioning?
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What this template contains.
Purpose. Use this business case to establish the need, feasibility and comparative justification for a proposed programme before resources are committed. It gives the Portfolio Review Board or equivalent authority the evidence needed to approve, reject, defer or request further analysis. Application. The sponsor normally owns the document, with input from key stakeholders and the proposed programme manager when identified. A client or funding body may also provide it. Once approved, it directs programme definition
Use context
Purpose, application, discipline.
Purpose
Use this business case to establish the need, feasibility and comparative justification for a proposed programme before resources are committed. It gives the Portfolio Review Board or equivalent authority the evidence needed to approve, reject, defer or request further analysis.
Application
The sponsor normally owns the document, with input from key stakeholders and the proposed programme manager when identified. A client or funding body may also provide it. Once approved, it directs programme definition and states the value expected in return for the investment. Revisit it throughout the lifecycle to confirm that the programme remains justified and capable of delivering its intended benefits.
Completion discipline
Complete the document from current evidence, name its owner and approving authority, and link the plans, registers or decisions that support it. Retain approved versions and review the document whenever a material assumption, dependency, requirement or governance decision changes.
Field summary
Structured sections without protected files.
Document control
Program name, Program sponsor, Proposed start date, Proposed end date
A. Purpose
Purpose
B. Strategic objectives
Program strategic objectives
C. Benefits
Program benefits
D. Resources
Required resources
E. Financial analysis
Financial analysis
F. Assumptions and constraints
Assumptions and constraints
G. Influences
Internal and external influences
H. Alternatives
Alternative analysis
I. Complexity
Program complexity
J. Approvals
Portfolio Review Board chairperson, Portfolio Review Board member 1, Portfolio Review Board member 2, Portfolio Review Board member 3
Protected resources
Included resource formats.
Related models