A multi-year technology modernization program is approaching its formal closure. While all component projects have delivered their outputs, the program steering committee is concerned about the operational readiness of the business units to sustain the new systems. The program manager has also identified several outstanding vendor invoices. What action should the program manager prioritize to ensure the program closes successfully within its defined boundaries?
Archive all program documentation in the organization's knowledge repository immediately.
Escalate the pending vendor invoices to the finance department for immediate processing.
Conduct a final lessons learned workshop with all key stakeholders.
Finalize and execute the benefits sustainment plan with operational owners.
The correct action is to finalize and execute the benefits sustainment plan with operational owners. This directly addresses the steering committee's strategic concern about long-term value and operational readiness, which is crucial for a successful transition and formal closure. While processing invoices, archiving documents, and conducting a lessons learned workshop are all necessary closure activities, they are secondary to ensuring the program's primary benefits are sustained post-closure.
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Why is transitioning ongoing activities to the functional organization critical for program closure?
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PgMP
Program Life Cycle Management
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