According to the Standard for Program Management (PMI, 4th ed., 2017, §3.2.3), the program manager is responsible for “facilitating stakeholder engagement and conflict resolution” and should “escalate to the governance board only when a resolution cannot be achieved by the concerned stakeholders.”

The first action, therefore, is to engage the affected stakeholders (the two sponsors and other relevant parties), provide objective information (market analysis), and facilitate a decision that all can support. Option D explicitly describes this approach; the other options either bypass stakeholder engagement or escalate prematurely.

A. Bypasses sponsors and governance processes; CEO approval is not the first-line conflict-resolution path.

B. Lets the core team make the decision, ignoring sponsor authority and engagement responsibilities.

C. Escalates to the steering committee before attempting direct stakeholder facilitation, contrary to §3.2.3 guidance.

1. PMI. The Standard for Program Management

4th ed.

2017:

• §3.2.3 Stakeholder Engagement

pp. 44-45 (roles in conflict resolution)

• §2.4 Program Governance

p. 31 (escalation only after failed stakeholder resolution)

2. PMI. Navigating Complexity: A Practice Guide

2014

§5.3

p. 33 (facilitative leadership and stakeholder decision-making).

3. Kerzner

H. “Program Management Maturity

” International Journal of Project Management

2018

36(7)

pp. 947-956 (DOI:10.1016/j.ijproman.2018.05.003) – emphasizes engaging key stakeholders before escalation to governance.