Study APM PMQ Business Case and Organizational Context: key concepts, common traps, and exam decision cues.
The business case explains why the project is worth doing. It links outputs, outcomes, benefits, costs, risks, and strategic fit. PMQ answers should treat the business case as a live control document, not just an approval artifact.
Projects operate under uncertainty. Costs, risks, scope, benefits, and external conditions can change. A strong PMQ response explains when the business case should be reviewed and how a project manager supports the sponsor or governance body with evidence.
Context shapes the project approach. A public-sector project, regulated engineering project, internal IT change, and supplier-led construction project may require different assurance, governance, stakeholder engagement, procurement, and reporting depth.
The sponsor or accountable decision maker owns continued justification. The project manager provides information, manages delivery, escalates exceptions, and supports decision-making. Do not give strategic authorization responsibilities to the delivery team unless the question clearly delegates them.
A project forecast shows rising cost and reduced expected benefits. What should the project manager do?
A. Continue without reporting because the original business case was approved.
B. Provide evidence so the sponsor or governance body can review continued justification.
C. Cancel the project without consultation.
D. Hide benefit changes until closure.
Best answer: B
Why: The business case should remain live. Material changes to cost or benefits require informed governance review.