New feasibility studies guidance strengthens early decision-making

There are new requirements for feasibility studies strengthening early decision-making for programmes and projects, as outlined in guidance on feasibility studies published today, along with a policy note and updated guidance on HM Treasury’s ‘Treasury approvals process for projects and programmes’.

This new guidance sets out that all new programmes and projects expecting to join the Government Major Projects Portfolio (GMPP) must complete an initial feasibility study before detailed business case work begins.

Senior responsible owners, project delivery professionals, policy teams and others shaping or assuring these programmes and projects are required to follow this guidance. Using this guidance may also support Departmental Major Projects, where early feasibility testing is recommended as good practice.

What is a feasibility study?

A feasibility study is a structured assessment to see whether a proposed change can realistically be delivered and is likely to offer value in practice. It helps teams understand what is possible before investing time and resources in a business case, avoiding wasting resources. It assesses:

• why change is needed
• the future vision and expected outcomes
• the main delivery options
• early risks, issues and constraints

View the ‘Guide to feasibility studies in programmes and projects’

When and how a feasibility study must be used

Under this guidance a feasibility study:

• is mandatory for programmes and projects likely to enter the GMPP
• must follow the structure in Government Project Delivery’s policy note 02/26
• should have at least two independent contributors involved
• must have its findings submitted as set out in the treasury’s approvals process

It can also help to:

• test the viability of projects in a programme
• inform resets or changes in direction
• assess specific technical or commercial issues

Why this matters for project delivery

These requirements set projects and programmes up for success by encouraging a realistic focus from the outset. They help teams:

• check proposals can be delivered in practice before commitments are given and money spent
• spot major risks and capability gaps early, so they can be addressed
• develop more accurate planning assumptions
• give better advice to ministers and senior leaders
• reduce late changes, cost increases and delivery problems