A retail chain is evaluating a project to replace payment systems across all stores in multiple locations. The project does not meet the financial threshold but is expected to increase market share, improve customer service, and retain customers. The implementation will be phased, using learnings from retrospectives after each phase. How should the business increase the project’s value?

The correct answer is to quantify the expected tangible and intangible benefits in the benefits management plan for each phase. This directly addresses the project's value by making the non-financial benefits (market share, customer service, customer retention) measurable. By quantifying these, the project's overall value proposition becomes clearer and more compelling, potentially justifying the investment even if it doesn't meet a strict financial threshold initially. Asking the benefits owner to reassess risks or using a fishbone diagram to find the root cause of lower financial benefits focuses only on the financial aspect, ignoring the significant non-financial benefits. Consulting SMEs to reduce costs is a valid approach for cost control but doesn't fully capture or increase the project's value in the broader sense, especially when intangible benefits are key.