Many Executive Assistants find themselves involved in projects, particularly those labelled as “IT projects.” It’s easy to assume that these belong to the IT department, but that’s a mistake. Every project, regardless of its technical elements, is a business project first and foremost.
Projects Exist to Serve the Business
Organisations don’t invest in projects for the sake of technology, processes, or new systems—they invest in them to achieve business objectives. A new CRM system isn’t an IT project; it’s a business project designed to improve customer relationships, drive sales, and enhance efficiency. A cybersecurity initiative isn’t just about compliance; it protects company data, reputation, and financial security.
Every project should be assessed, approved, and measured against its impact on the business. If a project isn’t aligned with strategic goals, it shouldn’t go ahead.
The Business Case Matters
One of the most critical steps in any project is the initial business case. This is where the project’s value to the organisation is justified. A weak business case—one that focuses purely on technical upgrades or departmental preferences rather than business impact—sets the project up for failure before it even begins.
An effective business case should:
Clearly define the business problem or opportunity the project addresses.
Identify measurable benefits, whether financial (e.g., increased revenue, cost savings) or strategic (e.g., improved customer satisfaction, regulatory compliance).
Include a clear return on investment (ROI), demonstrating why this project is the best use of resources.
Show alignment with the organisation’s broader goals.
Without these elements, a project runs the risk of being an expensive exercise in change for the sake of change.
Your Executive is the Business Sponsor
Projects need leadership, and that leadership comes from the business—not just from IT or project teams. Your Executive is typically the business sponsor, which means they are accountable for ensuring the project delivers value. They set the vision, approve the business case, and make key decisions throughout the project lifecycle.
IT and project managers may handle the day-to-day execution, but they do not own the strategic impact. That responsibility lies with the business sponsor, who must ensure the project aligns with wider business priorities and delivers measurable benefits.
Your Role as an Executive Assistant
As an EA, your role is to support your Executive in making sure the project delivers for the business. This could involve:
Ensuring the business case is truly a business case – Reviewing whether the project has clear benefits and ROI, not just a list of features or technical requirements.
Keeping the project aligned with business objectives – Ensuring discussions and decisions remain focused on strategic goals rather than getting lost in technical details.
Monitoring progress and risks – Helping your Executive stay informed about milestones, delays, or emerging issues.
Facilitating communication – Acting as a bridge between different teams, ensuring that key messages reach the right people at the right time.
Tracking business impact – Keeping an eye on whether the project is delivering the expected benefits and raising concerns if it isn’t.
The Bigger Picture
If a project doesn’t have clear business benefits, why is it happening? If it does, how will success be measured? These are the kinds of questions every Executive Assistant should be asking. A well-structured business case, combined with strong business sponsorship, ensures that projects drive real value rather than simply consuming time and resources.
By taking an active role in ensuring projects are aligned with business needs, you position yourself as a key strategic partner in the organisation.
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About the Author: Richard Arnott, BA, FInatAM, FIToL, is a Director of BMTG (UK) Ltd, and the author and lead presenter of the groundbreaking, globally recognised Advanced Certificate for the Executive Assistant: ACEA® program. Richard also sits on the editorial board of Lucy Brazier OBE Executive Support Magazine.
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