A program manager for a new enterprise resource planning (ERP) system implementation notices that operational readiness is lagging. While the technical deployment is on schedule, the long-term value is at risk because IT support and business unit teams are unprepared to manage the new system. What is the most critical integration activity to prioritize?
Secure additional funding to hire a specialized third-party firm for post-launch operational support.
Establish a joint working group with operational leaders to integrate new skill development and process handoffs into the program plan.
Request a scope change to delay the final go-live date until operational teams declare full readiness.
Launch an internal communications campaign to highlight the upcoming changes and benefits to all employees.
The correct action is to establish a joint working group to integrate skill development and process handoffs. This directly addresses the core issue of integrating the program's outputs with the organization's operational capabilities, ensuring that human resources and processes are aligned for long-term benefit realization. Securing third-party support is a temporary fix that fails to build internal capability. A communication campaign is insufficient as it builds awareness but not competence. Delaying the go-live is a reactive risk response, not a proactive integration activity.
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PgMP
Strategic Program Alignment
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