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A program manager learns that their company’s organizational strategy has changed.

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A program manager learns that their company’s organizational strategy has changed. This change impacts one component project of a program, misaligning it with both the program objectives and the new organizational strategy. This component project, however, is already 90 percent complete.

What should the program manager do next?

A.

Immediately submit a component project closure request to the program sponsor so that resources can be reallocated to strategically aligned component projects.

B.

Assess the impact of closure on other component projects, and generate a recommendation for submission to the program governance board.

C.

Recommend that the component project manager complete work activity to deliver benefits to the organization.

D.

Update the benefits management plan to reflect the impact of the change on the program and its intended benefits.

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