Project management methodologies require projects to have a well-defined business case.

Unfortunately, when we put together a business case, fundamentals such as cost or schedule estimates fall prey to biases. As a result, we fail to show a failing business case. If someone wants to do a project, they will present it in the most favourable light possible.

Research found only 2.5% of companies successfully complete 100% of their projects.

When evaluating and prioritising projects, it is not enough to look at the business case. We also need to understand how the project connects to a higher purpose.

Unfortunately, few organisations consider articulating the why of their projects even though...