The sponsor hires a program manager as a consultant to evaluate a change program currently underway. The leading program manager tells the consultant that the program, currently in the execution phase, is in good standing, and detailed plans are available for review. The consultant reviews the project documentation and talks to the stakeholders, finding the opposite to be true. The project must be in recovery mode to get it back on track, and its still in the planning phase.
There is low morale among the team members, the meetings are poorly managed, the detailed schedule has gaps, the risk register has not been updated for months, communications and detailed resource plans do not exist, and contract negotiations with a key vendor are behind schedule for critical deliverables.
What is the first course of action the program manager should take based on the current state?
A. Cancel or put the project on hold, and hire a new program manager.
B. Assess the risk management plan and adjust it accordingly to accommodate the gaps.
C. Continue the project and create the project documentation that is missing.
D. Meet with the project sponsor to report current findings, review current risk management plan and develop a corrective course of action.
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