During a mid-cycle review of a complex digital transformation program, a program manager identifies an unforeseen synergy. A data analytics module developed in Project A could be leveraged by Project B, potentially accelerating its timeline and enhancing its benefits. This action requires temporarily reallocating specialized data scientists from Project A, which may cause a minor, controlled delay to one of Project A's non-critical milestones. What is the program manager's most appropriate next action?
Conduct a formal impact assessment on the overall program benefits, schedule, and resources, then submit a change request to update the relevant program and project plans.
Present the potential synergy to the steering committee to get their direction before conducting any impact analysis or reallocating resources.
Immediately reallocate the data scientists to capitalize on the opportunity and report the schedule variance for Project A in the next status report.
Instruct the respective project managers to negotiate resource sharing and resolve the scheduling conflicts independently.
The most appropriate action according to program management standards is to perform a thorough impact analysis and follow the established change management process. This ensures that the decision to pursue the synergy is based on a holistic view of its effects on the overall program's cost, schedule, and, most importantly, its net benefits. This option reflects a comprehensive approach by including impact assessment and a formal change request to update all relevant plans, including the benefits realization plan. Simply reallocating resources without analysis bypasses crucial governance and risk assessment. Delegating the decision avoids the program manager's core responsibility of managing interdependencies. Presenting to the steering committee without a prior analysis and recommendation is a passive approach not expected of a PgMP.
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PgMP
Benefits Management
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