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?
A.
Development of the program's vision statement
B.
Review of strategic goals against any external environmental factors
C.
Identification and documentation of the initial risks for ERP software implementation
D.
Mapping of the financial benefits to the ERP software's functionality
C. Identification and documentation of the initial risks for ERP software implementation.
In the context of the program business case as described in the document, after performing an analysis to confirm the program's feasibility, the next important step the program manager should complete is the identification and documentation of the initial risks for ERP software implementation. This is crucial as it aligns with the need to address potential high-level risk and opportunities assessment, key assumptions, business and operational impact, cost-benefit analysis, alternative solutions, and other factors that could influence the program's success. Understanding and planning for these risks early on is essential for developing a robust business case that justifies the program and outlines how potential risks will be managed throughout the program's lifecycle.
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