Your organization just closed a year-long initiative to implement a cloud-based CRM. The project met scope, schedule, and cost targets, and ownership of the new system is transitioning to the sales operations department. As part of closing activities, the project manager is completing lessons learned, financial reconciliation, and hand-off documentation. The executive sponsor asks how the team can be sure the projected 10 % increase in customer retention will actually materialize over the next 12 months. Which action is MOST critical to keep the anticipated benefits on track once the project is closed?
Archive all project artifacts in the organization's knowledge repository for future reference
Transfer any remaining contingency funds into the operations budget to support user adoption efforts
Assign a benefits owner in the receiving business unit and capture this commitment in the transition plan
Schedule a comprehensive lessons-learned workshop with cross-functional stakeholders before release of the team
PMI's Benefits Realization Management guidance states that benefits must have a named owner who is accountable for monitoring and achieving the expected value after transition. Documenting this commitment during project closeout creates clear responsibility and a single point of contact for tracking performance measures and initiating corrective actions if benefits drift. A lessons-learned workshop, reallocating contingency funds, or archiving artifacts are useful practices, but none establish sustained accountability; without an identified benefits owner, benefit realization is easily neglected.
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