Study PRINCE2 Practitioner v7 Business Case and Organizing Decisions: key concepts, common traps, and exam decision cues.
Business Case and organizing questions in Practitioner are often really about deciding whether the project is still viable and who must own the next decision. Strong answers keep viability and governance linked instead of treating them as separate concerns.
Use this logic when reading answer choices:
| If the scenario says… | The stronger response usually… |
|---|---|
| benefits are weakening or dis-benefits are rising | re-tests continued justification |
| stakeholder interests are pulling in different directions | clarifies which governance roles must represent those interests |
| a structure is unclear | restores defined roles before more activity begins |
| someone proposes delivery convenience over viability review | protects the Business Case first |
Practitioner distractors often sound practical because they keep work moving. But if they avoid the viability decision or blur accountability, they are usually weaker than the answer that slows down just enough to restore proper governance.
If a major supplier change may reduce the original expected value, the strongest answer is not just to revise the schedule. It is to re-anchor the decision in the Business Case and the roles accountable for the business, user, and supplier interests.
A scenario says expected benefits have weakened after a major commercial change, but delivery can still continue. Which Practitioner response is strongest?
A. Continue work and assess viability only at project closure B. Reassess the Business Case and use the governance structure to make the continuation decision C. Let the project manager decide because the schedule is still recoverable D. Replace all board roles with a single sponsor for faster approval
Best answer: B
Why: The strongest answer protects continued business justification and uses the right governance structure to judge whether the project should proceed.
Why the others are weaker: A delays the core decision, C places business accountability too low, and D weakens representation of the key interests.