The primary issue is the new governance board members' lack of familiarity with the program's purpose and their specific roles during the final review. The most effective action is to re-establish the program's foundational context. Reviewing the strategic plan reconnects the program to the organization's objectives, explaining why it was initiated. The benefits management plan details the expected value and outcomes, clarifying what success looks like. This approach directly addresses the board's uncertainty about their roles and expectations by grounding them in the program's core purpose and value proposition, which is the basis for their governance and oversight responsibilities.

A. Reviewing the outcome only with the sponsor is insufficient as the problem lies with the entire board's uncertainty.

B. A change request is inappropriate at the program's end; the focus should be on validating and closing, not altering scope.

D. Presenting status reports provides operational data but fails to address the board's fundamental lack of strategic context and role clarity.

1. Project Management Institute. (2017). The Standard for Program Management (4th ed.).

Section 3.4.3

Program Governance Board (p. 41): This section describes the board's role in providing oversight

guidance

and support to the program

ensuring it remains aligned with organizational strategy. Reviewing the strategic plan directly supports this function.

Section 5.3

Benefits Management Plan (p. 59): The standard states

"The benefits management plan is used to guide the program's activities and decision making so that the program's intended benefits are achieved." Presenting this plan clarifies the program's objectives for the board.

Section 1.4.1

Relationship Among Portfolios

Programs

and Projects (p. 9): This section emphasizes that "Programs are a means of achieving organizational goals and objectives." This principle underscores the necessity of linking the program back to the strategic plan for stakeholders like the governance board.

2. Thiry

M. (2010). Program Management. John Wiley & Sons.

In discussions on program governance

Thiry emphasizes that the role of a steering committee (governance board) is to ensure the program delivers value and remains aligned with business strategy. Re-educating a new board on the strategic and benefits plans is a fundamental step in re-establishing this alignment. (Concept pervasive in Chapters 4 & 5 on Governance and Value).