Some might consider the feasibility report is part of the project some might consider it as separate project by itself no matter what in both cases I think the PM should be engaged that's if he/she is not the one who generated the idea of the business case. Saving Changes...
I agree and would like to contribute to the expressions by the professionals here. I have involvement with presentation of the business cases by project sponsors at decision gate approval meetings. Based on this, I see great benefit in the PM having exposure to the business case and its presentation by the project sponsor so as to have insight on the high-level expectations of the prospective project, especially if it's a more complex project. The objectives can then be more efficiently passed down to the project leaders/teams.
Further I recall reading this in PMBOK 6, page 29: "The project sponsor is generally accountable for the development and maintenance of the project business case document. The project manager is responsible for providing recommendations and oversight to keep the project business case, project management plan, project charter, and project benefits management plan success measures in alignment with one another and with the goals and objectives of the organization." Saving Changes...
Milind ShivalkarProject Program Management - Sr. Advisor| NTT Data ServicesSugar Hill, Ga, United States
I think this is a classic case of PMO office engagement when the initiative is in conceptual stage. In my opinion, the person with organizations knowledge and domain experties must be involved at this stage and he may not be a PM. PMO needs to ensure that there is a governance to provide support for some key decisions at this stage....e.g. is it a project or part of a program? is this a valid business case that has ROI? The documentation of the decision/status for best practice repository through cancellation of the initiative or kick-off the project is must. Saving Changes...
