3: Individual project proposals

The previous chapter described better practices at the entity level to support the planning and approval of projects.

This chapter sets out better practice for:

project sponsors, in developing a project concept, and then developing a project business case; and
executives involved in project approval: the decision-maker, and members of assessment committees.

Much of the detailed work of project planning and review is done by non-executive staff. The important role of executives in planning and approving projects encompasses setting directions, reviewing and confirming important aspects of the proposal, applying their strategic perspective and leveraging their relationships with stakeholders.

The project sponsor is responsible for the quality of the proposals they endorse, and will normally be accountable for delivering the planned outcomes if the project is approved.

The decision-maker is responsible for effective consideration of proposals, and the approval of projects so they make an effective and efficient use of resources.

The better practices described in this chapter should be applied by executives as appropriate to the size, complexity, risks and potential impacts of the projects they are planning and considering for approval.

Structure of this chapter:

3.1 Clarifying the concept

3.2 Ensuring feasibility: the business case

3.3 Approving the project

Key better practice summary

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