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A costing and billing review

Delivery of the final documentation

A lessons learned meeting

A sign off meeting with the owner

Program governance board

Program management office

Change control board

Project managers on the program

Program charter

Organizational structures and policies

Organizational strategic objectives

Program governance plan

Note stakeholder communication needs in the program charter and document their expectations in the benefits sustainment plan

Note stakeholder communication needs in the communications management plan and document their expectations in the benefits management plan

Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits management plan

Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits sustainment plan

Inform the stakeholders of this Issue as soon as possible

Change the program standards, aligning them with the project standards

Work with the reports provided to extract the required information

Remind the project manager of the relevant program standards

Rotate the responsibility for risk assessment among the program components

Coach the project managers to manage project resources

Cross-train the project managers to share expertise

Prepare the project managers to assume larger roles with more responsibility.

Conduct interviews with key stakeholders, and document the results in the program management plan

Update the stakeholder register to document stakeholders' positions relative to the program

Document stakeholder expectations in the program's risk register to determine their influence

Send out satisfaction surveys and document the results in the program's stakeholder engagement plan.

Direct the three project managers to crash their projects to allow project A the two months of scheduling needed

Review the program resource management plan with the three project managers emphasizing their critical paths and shared critical resources to understand the possibility of accelerating the schedule

Convene the change board to evaluate the cost benefit of the compression and the impact on the overall program

Engage the executive sponsor and program board to evaluate the CEO's request and determine if the project manager should act on it

Join project-level issue resolution meetings to accelerate the decision-making process.

Initiate discussions with the program governance board about assigning a more experienced project manager to the project

Emphasize that the project manager needs to address the issues and follow up at the next scheduled meeting

Develop an immediate corrective action plan with the project manager and coach them on decision-making responsibilities

Decompose the program work based upon available resources

Decompose the program to the work package level

Decompose the program lo the architecture baseline level

Decompose the program at a level sufficient to achieve control