I.1 Situational reasoning questions

No post-acquisition priority decision has been approved, and the project no longer has a reliable basis for judging speed against consolidation. Steering committee discussions continue to reopen previously settled ERP design decisions, while local warehouse managers justify deviations by citing conflicting executive messages. What is the first action the project manager should take?

The acquisition has created incompatible views of ERP success, and no revised success logic has been agreed. During alignment discussions, one executive group emphasizes rapid rollout to capture scale efficiencies, while another emphasizes harmonized enterprise processes after the acquisition. Which response by the project manager best supports restoring a shared vision?

The steering committee has formally agreed to prioritize consolidation before accelerating rollout, and the decision has been documented and communicated. Two weeks later, several warehouse managers continue to bypass agreed configuration standards, citing time pressure. What is the most appropriate response by the project manager?

No formal plan change has been approved, and the original vision no longer provides a reliable reference for prioritization after the acquisition. To restore a functioning shared vision, place the following actions in the most appropriate order.