An infrastructure project is facing severe delays because local stakeholder groups are protesting potential ecological disruption. The Project Manager needs to review the Business Case to check which component specifically captures the wider environmental and societal consequences.
Trap 1: Benefits realization plan
This defines how and when the projected benefits will be measured, not the broader ESG impacts themselves.
Trap 2: Project Product Description
This defines the target output's quality and acceptance criteria, not the organizational rationale.
Trap 3: Risk Register
While stakeholder protests are risks, the fundamental value proposition and ESG impacts belong in the Business Case.
- A
Benefits realization plan
Why it fails: This defines how and when the projected benefits will be measured, not the broader ESG impacts themselves.
- B
Project Product Description
Why it fails: This defines the target output's quality and acceptance criteria, not the organizational rationale.
- C
Triple Bottom Line impact assessment
The Triple Bottom Line impact assessment captures environmental and social consequences alongside financial return, so it is the Business Case component that records the wider ecological and societal effects driving the stakeholder protests and the resulting delays.
- D
Risk Register
Why it fails: While stakeholder protests are risks, the fundamental value proposition and ESG impacts belong in the Business Case.