When you set out to build your dream home, the first step isn’t picking tile or choosing paint colors. It’s the foundation. Without a strong, stable base, the entire structure is at risk.
Project management works the same way. In the Waterfall approach, before you ever move into Initiating or Planning, you’ve got to make sure your project is standing on solid ground. That’s where four critical pre-project documents come into play: the Business Case, the Benefits Management Plan, the Feasibility Study, and the Project Charter.
These aren’t just paperwork. They’re your concrete foundation.
Picture yourself standing on an empty lot. You can already see the porch, the kitchen, the family dinners. That’s your vision.
But before anyone pours concrete, you ask:
- Why are we even building? (Business Case)
- How will we know it’s worth it? (Benefits Management Plan)
- Can the ground even hold it? (Feasibility Study)
- Who’s signing off to make this real? (Project Charter)
If you skip these, you risk building your house on sand.
The Business Case explains the justification for the project.
- What problem are we solving?
- What opportunities exist?
- Is the investment worth the return?
In house-building terms: are you doing this because your family needs more space, or just because you want something shiny?
The Benefits Management Plan sets out the measurable value you expect.
- More space for family gatherings.
- Higher property value.
- Shorter commute.
In projects, this document ensures you don’t just finish work — you actually deliver value that can be tracked and realized later.
The Feasibility Study is the reality check.
- Is the soil stable?
- Do zoning laws allow this house?
- Can contractors handle the work?
For projects, it tests technical, legal, and practical feasibility. It stops you from committing to something that can’t be delivered.
Finally, the Project Charter gives official approval. It authorizes the project and names the project manager.
It’s like signing the papers with the bank before breaking ground. Only then do you move into Initiating and Planning.
I once worked with a company eager to launch a new mobile app. The CEO was excited — it looked modern and innovative.
But when we did the Business Case, the numbers didn’t hold up. Costs were high, adoption looked low, and benefits were fuzzy. The Feasibility Study revealed their back-end systems couldn’t even support the features without massive upgrades.
If they had started building right away, it would’ve been like pouring a foundation on unstable soil. Instead, those documents redirected the investment into a stronger project with real, measurable benefits.
A house built on sand won’t last. Neither will a project without a solid foundation.
The Business Case, Benefits Management Plan, Feasibility Study, and Project Charter are how you pour that foundation in Waterfall projects.
Because the best way to ensure success later is to start strong at the very beginning.
