When you must persuade senior management to approve an information-systems initiative, which single document is most important to present as the basis for decision making?

Introduction / Context:
Securing executive sponsorship requires more than enthusiasm; it demands a rigorous, decision-ready document. Management needs a balanced view of value, cost, risk, and strategic alignment to authorize funding and resources. This is the role of a structured project evaluation (often called a feasibility or business case report).

Given Data / Assumptions:

• The goal is to obtain a go/no-go decision.
• Leaders expect quantified benefits, cost estimates, timelines, risks, and clear recommendations.
• The document should be comprehensive yet concise, integrating inputs from stakeholders and technical teams.

Concept / Approach:
A project evaluation synthesizes the problem statement, proposed alternatives, economic analysis (cost–benefit, ROI, payback), technical feasibility, operational impact, risks, and mitigation plans. It is more actionable than a mere problem summary and broader than a financing method. Purchasing procedures are downstream tasks once the project is approved.

Step-by-Step Solution:

Verification / Alternative check:
Portfolio and PMO practices require business cases or feasibility reports before allocating capital, confirming this as the key artifact.

Why Other Options Are Wrong:

Common Pitfalls:
Presenting technical details without business value; omitting risk and change-management costs; failing to compare credible alternatives.

Final Answer:
A project evaluation presenting costs, benefits, risks, and recommendations