PMGT5858 Chap.1 Feasibility, Selection and Business Cases
Feasibility, Selection and Business Cases
Project Initiation
The work used to define, evaluate and authorise a proposed project before detailed planning. The useful project initiation move connects this definition to a material fact, explains its mechanism and states the resulting consequence.
In compare two proposed service improvements when the faster option has weaker evidence and a narrower benefit pathway, project initiation must change the reasoning rather than appear as an isolated label.
Test project initiation against a second concept from Feasibility, Selection and Business Cases before concluding.
That comparison exposes the assumptions behind project initiation, separates evidence from inference and prevents a one-sided answer. Record the specific counter-case that would weaken project initiation and the evidence that would justify revision.
Feasibility
The practical achievability of a proposal across relevant technical, operational, financial and organisational conditions.
The useful feasibility move connects this definition to a material fact, explains its mechanism and states the resulting consequence.
In compare two proposed service improvements when the faster option has weaker evidence and a narrower benefit pathway, feasibility must change the reasoning rather than appear as an isolated label.
Test feasibility against a second concept from Feasibility, Selection and Business Cases before concluding.
That comparison exposes the assumptions behind feasibility, separates evidence from inference and prevents a one-sided answer. Record the specific counter-case that would weaken feasibility and the evidence that would justify revision.
Selection Criterion
A stated basis used to compare candidate projects consistently.
The useful selection criterion move connects this definition to a material fact, explains its mechanism and states the resulting consequence.
In compare two proposed service improvements when the faster option has weaker evidence and a narrower benefit pathway, selection criterion must change the reasoning rather than appear as an isolated label.
Test selection criterion against a second concept from Feasibility, Selection and Business Cases before concluding.
That comparison exposes the assumptions behind selection criterion, separates evidence from inference and prevents a one-sided answer. Record the specific counter-case that would weaken selection criterion and the evidence that would justify revision.
Business Case
A reasoned justification that connects a problem or opportunity to benefits, costs, risks and strategic fit.
The useful business case move connects this definition to a material fact, explains its mechanism and states the resulting consequence.
In compare two proposed service improvements when the faster option has weaker evidence and a narrower benefit pathway, business case must change the reasoning rather than appear as an isolated label.
Test business case against a second concept from Feasibility, Selection and Business Cases before concluding.
That comparison exposes the assumptions behind business case, separates evidence from inference and prevents a one-sided answer. Record the specific counter-case that would weaken business case and the evidence that would justify revision.
Chapter boundary
A positive benefit estimate is not a complete business case; expose assumptions, ownership, risk and the decision threshold.
Use the Feasibility, Selection and Business Cases limit as a revision tool: change one condition, reconstruct the reasoning and identify whether definition, evidence, mechanism or implementation caused the recommendation to move.
For a timed Feasibility, Selection and Business Cases response, begin with the decision and project initiation.
Apply only facts that change the result, compare a credible feasibility alternative, and close within the stated boundary. This project initiation sequence makes the reasoning visible without becoming a catalogue of theories.
What this chapter covers
- 01
Project initiation
- 02
Feasibility
- 03
Selection criterion
- 04
Business case
- 05
Applied decision method
- 06
Boundary and transfer test
Apply project initiation to a changed case
- 1Define project initiation and the decision boundary.
- 1Connect the facts to feasibility through a stated mechanism.
- 1Compare a credible alternative and identify its trade-off.
- 1Recommend an actor, action and review trigger.
Key terms
- Project initiation
- The work used to define, evaluate and authorise a proposed project before detailed planning. Use it by tying each element to a fact and a consequence in the chapter problem.
- Feasibility
- The practical achievability of a proposal across relevant technical, operational, financial and organisational conditions. Use it by tying each element to a fact and a consequence in the chapter problem.
- Selection criterion
- A stated basis used to compare candidate projects consistently. Use it by tying each element to a fact and a consequence in the chapter problem.
Feasibility, Selection and Business Cases FAQ
What must be established before applying project initiation?
Establish the authorised object of analysis and then use this definition: The work used to define, evaluate and authorise a proposed project before detailed planning. Trace the supporting evidence into the initiation choice, while preserving the practical limit stated here: A positive benefit estimate is not a complete business case; expose assumptions, ownership, risk and the decision threshold.
In this chapter, how do project initiation and feasibility perform different jobs?
Treat the concepts as sequential controls. Project initiation establishes the first requirement; feasibility adds a different test because The practical achievability of a proposal across relevant technical, operational, financial and organisational conditions. Explain the effect on scope, authority, value, or readiness in this project case.
Which initiation assumption would invalidate the selection criterion finding?
Reverse the strongest fact in the chapter application—compare two proposed service improvements when the faster option has weaker evidence and a narrower benefit pathway—and trace the effect through selection criterion. The judgement should change only when that evidence alters a defined element, the causal link, or the stated boundary.
At approval, where must business case appear?
Use business case as a final constraint, not a decorative heading. Its relevant meaning is: A reasoned justification that connects a problem or opportunity to benefits, costs, risks and strategic fit. State the consequence it supports, the uncertainty that remains, and the condition that would require a revised conclusion.
Assessment move
Retrieve project initiation, feasibility, selection criterion, business case without notes, apply them to a changed version of the chapter case, and repair the first step that violates this limit: A positive benefit estimate is not a complete business case; expose assumptions, ownership, risk and the decision threshold.
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