What should you do if you don’t agree with the project business case?

The answer depends on what makes you uncomfortable.

The project business case forms the basis of the project. Get it wrong and the likelihood of a successful project is low.

If you believe the business case data lacks integrity, discuss this with your sponsor immediately. Contrast your information with what’s in the business case and work through the differences. The business case sets expectations, so you’ll eventually need to compare project outcomes against the business case. Don’t wait until the end of the project to challenge the business case. Take action now!

If you’re concerned with risk in the business case, seek to understand your sponsor’s risk profile. As a project manager, part of your role is to ensure your sponsor and key stakeholders understand the project risks. Your role is NOT to ensure risk goes away, When you’re concerned with business case risk, point out the risks to stakeholders and establish response plans. When you understand the risks your sponsor is comfortable and uncomfortable with, you can perform risk management effectively.

If the business case was not built collaboratively, review the business case with key stakeholders. They usually focus on their own interests and perceptions of risk and may be uncomfortable with the business case or its approaches. Discussions to analyze and align the business case with key stakeholders are critical. Moving forward with a business case that hasn’t been reviewed and agreed upon makes it difficult to get staffing and decision-making support.

Proactively addressing issues in the business case will help you deliver your project successfully as well as establish your authority with project stakeholders.