Business Case and Organizing →hardMultiple Choice

PRINCE2F Business Case and Organizing Practice Question

You are the project manager of a PRINCE2 project to upgrade a hospital's IT infrastructure. During the initiation stage, you are developing the business case. The executive has provided a list of benefits, but some are not measurable within the project's timeframe. According to PRINCE2, what should you do with these benefits?

⚠ Common exam trap

The trap here is thinking that unmeasurable benefits should be excluded or left as-is, when actually they should be refined or documented as post-project benefits with a plan for review.

Answer choices

Why each option matters

Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.

Correct answer & explanation

✓

Work with the executive to define measurable criteria or document them as post-project benefits with a benefits review plan.

In PRINCE2, the business case must show that the project is desirable, viable, and achievable. Benefits should be measurable, but some may only be realized after the project closes. The project manager should work with the executive to either define measurable criteria or document them as post-project benefits in a benefits review plan. This maintains the integrity of the business case and ensures benefits are reviewed post-project.

Answer analysis

Option-by-option breakdown

For each option: why learners choose it and why it is or isn't the right answer here.

✗
Remove them and replace them with benefits that are easily measurable within the project.
Why it's wrong here
Replacing benefits without consultation could undermine the project's justification and ignore the executive's intent. The executive is accountable for the business case, so the project manager should not unilaterally change benefits. Instead, the project manager should facilitate a discussion to refine or reposition benefits, possibly as post-project benefits, while ensuring alignment with corporate strategy.
✗
Exclude them from the business case because they cannot be measured within the project.
Why it's wrong here
Excluding benefits entirely may not be appropriate. Some benefits may be realized after the project closes, and PRINCE2 allows for benefits to be documented even if they are not measurable during the project. However, they should be clearly identified as post-project benefits and included in the benefits review plan. Simply excluding them could lose sight of important value drivers.
✓
Work with the executive to define measurable criteria or document them as post-project benefits with a benefits review plan.
Why this is correct
PRINCE2 requires that benefits be measurable and linked to the business case. If benefits cannot be measured within the project, they should be defined as post-project benefits and included in a benefits review plan. The project manager should collaborate with the executive to establish measurable criteria or clearly document them for post-project review. This ensures the business case remains valid and benefits are eventually assessed.
✗
Include them in the business case as they are, since all benefits should be documented.
Why it's wrong here
Including unmeasurable benefits as they are would violate the principle of business justification. PRINCE2 requires that benefits be measurable and aligned with corporate objectives. Unmeasurable benefits cannot be tracked or realized, which undermines the business case's validity. The project manager should work with the executive to refine or reassess such benefits, not simply document them as provided.

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PRINCE2F Business Case and Organizing Practice Question

Why each option matters

Option-by-option breakdown

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