ABSTRACT
This chapter describes each of the sections within the business case summary and speaks out a little about the cultural challenge of establishing a regular business case review. A regular review acknowledges that: the business environment that gave rise to the business case may change; the business case is based on assumptions that may turn out to be invalid; the project may get blown sufficiently off-course such that it will no longer deliver the business case. There are two types of organisation when it comes to financial case for a project. The first type insists on a robust financial case that is scrutinised in detail by the finance department. Projects without a good financial case have a tough time getting approved, unless it is absolutely clear that there is some other legal or regulatory need. The second type of organisation doesn't bother too much with financial cases. Projects get sanctioned because someone in a position of power wants them done.
