The most expensive and labor-intensive phase in creating a disciplined program management organization is the:

The implementing phase is the most expensive and labor-intensive because it involves the foundational, large-scale deployment of the program management discipline across the organization. This phase includes developing and documenting new processes, establishing a Program Management Office (PMO), acquiring and configuring management information systems, and conducting widespread training for personnel. This represents the most significant upfront investment in capital, resources, and change management effort compared to the other phases, which are either preparatory (Awakening) or focus on refinement and strategic integration (Professionalizing, Enterprising).

A. Awakening: This initial phase involves recognizing the need for disciplined program management. It is characterized by analysis and planning, requiring minimal financial or labor investment.

C. Professionalizing: This phase focuses on refining and standardizing the already-implemented processes. It involves continuous improvement and advanced training, which is less resource-intensive than the initial build-out.

D. Enterprising: This is a highly mature phase where program management is integrated with enterprise strategy. It leverages an existing, robust framework, so costs are related to strategic alignment, not foundational setup.

1. Contract Management Body of Knowledge (CMBOK)®, 6th Edition. National Contract Management Association, 2019. Competency 4.5, "Manage Programs," particularly section 4.5.3, "Program Management Maturity," discusses the progression of an organization's capabilities. It implicitly supports that the establishment and implementation of a formal methodology and governance structure is the most resource-intensive step in achieving maturity.

2. Kerzner, H. (2001). Strategic Planning for Project Management Using a Project Management Maturity Model. John Wiley & Sons. While a commercial book, Kerzner's PMMM is a foundational academic model referenced in university curricula. Chapter 4, "The Five Levels of Project Management Maturity," describes Level 3 (the "Singular Process," analogous to Implementing) as the stage where the organization makes a significant commitment and investment to install a singular methodology, representing a major cultural change and resource expenditure.

3. Cooke-Davies, T. (2004). "Measurement of organizational maturity." In D. P. Slevin, D. I. Cleland, & J. K. Pinto (Eds.), Innovations: Project Management Research 2004 (pp. 211–230). Project Management Institute. This publication discusses various maturity models, consistently identifying the phase of process implementation and deployment as the critical investment point before an organization can move to higher levels of optimization and refinement. (Specific discussion on pp. 218-220).