A project manager is assigned to an IT project to deliver a new accounting system.

Resistance and refusal to adopt a new system is a stakeholder engagement and change management challenge. First, the project manager should confirm who is affected and who influences adoption by reviewing and updating stakeholder identification (A). This ensures the engagement strategy targets the right managers, end users, and functional leaders whose support is essential for successful rollout. Second, the project manager should clearly communicate expected outcomes and business value (C)—for example, compliance, reporting accuracy, process efficiency, audit readiness, and better decision-making. When stakeholders understand “what’s in it for them” and the organizational benefits, adoption resistance often decreases. Continuing as planned (B) ignores a major adoption risk that can undermine benefits realization even if the project is delivered. Logging the issue as a risk (D) may be appropriate, but monitoring later is too passive; active engagement is needed now. Modifying scope/plan (E) could be needed after understanding concerns, but changing scope without first identifying key stakeholders and communicating value risks solving the wrong problem. These two actions build alignment and increase the likelihood of successful adoption.

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