A company is evaluating the implementation of enterprise resource planning (ERP) software. The program manager performs an analysis to confirm the program's feasibility. What other important step should the program manager complete?

After a feasibility analysis confirms that a program is viable and aligned with strategic objectives, the next critical step is to formally define the program's purpose and desired future state. Developing a program vision statement accomplishes this. The vision statement is a high-level, inspirational declaration of the program's long-term outcome. It provides direction, aligns stakeholders, and serves as a constant reference point throughout the program lifecycle, ensuring all subsequent planning and execution activities are focused on achieving the intended end state. This step is fundamental to the Program Definition Phase.

B. Review of strategic goals against any external environmental factors: This analysis is a key input to the business case and feasibility study itself, not a step that follows it.
C. Identification and documentation of the initial risks for ERP software implementation: High-level risks are typically identified during the feasibility study. A detailed risk register is developed later, guided by the program's defined vision and scope.
D. Mapping of the financial benefits to the ERP software's functionality: This is part of developing the business case and benefits realization plan. A high-level version is done for feasibility; detailed mapping occurs during program planning.

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

Page 32

Figure 3-4: This figure illustrates the program management life cycle

showing that the "Program Definition Phase" follows "Program Formulation" (where feasibility is assessed).

Section 3.2.1

Program Definition Phase Activities (Page 34): This section outlines the activities performed after a program is approved to proceed based on the business case and feasibility. It includes defining the program

which involves establishing its vision

mission

and objectives.

Appendix X3.2

Program Strategy Alignment (Page 101): This section explicitly states

"The program manager works with the sponsor and the program governance board to develop the program vision and mission statements that are aligned with the organization's strategic vision and goals." This confirms that developing the vision is a core program management activity in the early stages.

2. Serra

C. E. M.

& Kunc

M. (2015). Benefits Realisation Management and its influence on project success and on the execution of business strategies. International Journal of Project Management

33(1)

53-66.

Section 3.1: The paper discusses the process of translating organizational strategy into programs. It emphasizes that after an initiative is justified (i.e.

deemed feasible)

its objectives and vision must be clearly defined to guide the realization of benefits

reinforcing the sequence of feasibility followed by vision development. (DOI: https://doi.org/10.1016/j.ijproman.2014.03.011)