During the discovery phase of an IT infrastructure-upgrade project, you learn that the customer already has active contracts for hardware maintenance and software licensing covering some components you intend to replace. Which action should you take to ensure these agreements are properly handled in your project plan?
Request that procurement terminate the existing contracts and issue new agreements that align with the project's requirements
Conduct a detailed contract analysis with procurement and legal to map obligations, constraints, and dependencies into the project scope, schedule, and risk register
Proceed with planning as usual and assume the project sponsor will address any conflicts that arise from the contracts
Defer consideration of the existing contracts until the execution phase to avoid delaying the planning timeline
A detailed review of the contracts-often performed with procurement and legal specialists-reveals any deliverables, service-level commitments, penalties, or cost constraints that must be reflected in the project's scope, schedule, budget, or risk register.
Deferring the review (incorrect) can cause scope and cost surprises during execution.
Assuming the sponsor will handle conflicts (incorrect) abdicates the project manager's responsibility for integration management.
Terminating or replacing the contracts (incorrect) may be impossible, expensive, or outside the project manager's authority.
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