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they also form the basis upon which the project will be managed. Here is a more detailed suggested content:

Mandate of the sponsor. Is there a clear, reliable mandate for this project, ie:
  Do the sponsors have the power to initiate this project?
  Can the sponsors provide all the resources that may be required (funding, people, time, etc)?
  Are there other people or bodies (internally or externally) who need to agree?
Purpose and objectives of the project. Is it clear what is the purpose of the project?
  Are we able to define clear, measurable objectives that identify what is to be achieved?
  Are the objectives reasonable, achievable and measurable?
  Do the sponsors and other stakeholders all understand and agree?
Project Scope What is the scope of the project, for example:
  Is the project addressing the overall business change (ie people, process and technology elements), or just the technology?
  Which locations, divisions, departments?
  Will there be organisational change - restructuring, revised responsibilities, new staff capability requirements, retraining, recruiting, redundancy, etc? Is that organisational change to be seen as a driver for the project or just a consequence to deal with?
  Which business processes? Do we wish to change those processes or try to leave them the same? Is that process change to be seen as a driver for the project or just a consequence to deal with?
  Which existing processes and systems will be replaced? Which existing processes and systems will be retained? Which existing processes and systems will need to interact with the new ones? Is the technology change to be seen as a driver for the project or just a consequence to deal with?
  Should the results be delivered as a single "big bang", or could there be stages or phases of delivery?
  Is it clear what other projects or initiatives are in planned or in progress that could impact upon this project? Will they compete for resources? Will they make our business solution a moving target? Will we require interim solutions?
Benifit
(not always included) At the earliest stages of a project it will be very difficult to establish a solid benefit case for the project. It is still possible to identify the types of benefit that are expected.
During the project startup, the Project Manager will work with the sponsors to define and agree a full model of anticipated benefits. These benefits would not normally be limited to the financial bottom line. They would include all types of benefit that are sought - measurable / unquantifiable, financial / non-financial, internally focused / externally focused.
The benefit model would normally be used to justify commencement of the work. Beyond that, it forms an important yardstick against which the project can be assessed. It may form:
  the basis for change decisions during the project,
  a way of measuring the anticipated success of the project,
  the final assessment of the success of the completed project, and
  a way to monitor the continuing performance of the business function.
Timescales In what timescale should the benefit be delivered?
  Are there specific external requirements for timing