A program manager is in the final month of a complex, three-year program. The steering committee is focused on closing the budget and obtaining the final financial reports. Meanwhile, the operational department that will inherit the program's deliverables seems unprepared for the handover. What is the program manager's most critical action to ensure the program's intended benefits are sustained?
Immediately begin reassigning program team members to new high-priority initiatives within the organization.
Expedite the final financial reports and program performance analysis to meet the steering committee's deadline.
Archive all program documentation and create the final lessons learned report for the organizational knowledge repository.
Develop a comprehensive transition plan in collaboration with the operational department, including training schedules and defining sustainment KPIs.
The correct action is to develop a comprehensive transition plan with the operational department. The ultimate goal of a program is the long-term realization of its intended benefits, which requires a successful transition and sustainment by the business. While financial reporting, resource reallocation, and archiving lessons learned are all essential program closure activities, they are secondary to addressing the immediate and critical risk of a failed handover to operations. Without a prepared operational team, the program's strategic value will not be sustained, regardless of how well other closure tasks are completed.
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Why is it important to transition ongoing activities to the operational team during program closure?
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What is benefits realization, and how does the operational team ensure it continues post-program closure?
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PgMP
Program Life Cycle Management
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