I.1 Situational reasoning questions

EN-SRQ-I.1-Q1

Scenario reference
A predictive enterprise resource planning (ERP) replacement project is underway in the logistics sector for a multi-warehouse network. Midway through execution, the organization acquires a competitor with a different operating model and margin logic. Senior leadership communication begins to diverge, with some executives emphasizing consolidation and cost efficiency while others continue to press for rapid rollout. No formal plan change has been approved. Local warehouse managers increasingly optimize for local convenience, previously settled decisions are reopened, and steering committee discussions repeat without closure. Work continues, but the original vision no longer gives the project a reliable basis for prioritization.

Question:

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?

EN-SRQ-I.1-Q2

Scenario reference
A predictive enterprise resource planning (ERP) replacement project is underway in the logistics sector for a multi-warehouse network. Midway through execution, the organization acquires a competitor with a different operating model and margin logic. Senior leadership communication begins to diverge, with some executives emphasizing consolidation and cost efficiency while others continue to press for rapid rollout. No formal plan change has been approved. Local warehouse managers increasingly optimize for local convenience, previously settled decisions are reopened, and steering committee discussions repeat without closure. Work continues, but the original vision no longer gives the project a reliable basis for prioritization.

Question:

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?

EN-SRQ-I.1-Q3

Scenario reference
A predictive enterprise resource planning (ERP) replacement project is underway in the logistics sector for a multi-warehouse network. Midway through execution, the organization acquires a competitor with a different operating model and margin logic. Senior leadership communication begins to diverge, with some executives emphasizing consolidation and cost efficiency while others continue to press for rapid rollout. No formal plan change has been approved. Local warehouse managers increasingly optimize for local convenience, previously settled decisions are reopened, and steering committee discussions repeat without closure. Work continues, but the original vision no longer gives the project a reliable basis for prioritization.

Question:

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?

EN-SRQ-I.1-Q4

Scenario reference
A predictive enterprise resource planning (ERP) replacement project is underway in the logistics sector for a multi-warehouse network. Midway through execution, the organization acquires a competitor with a different operating model and margin logic. Senior leadership communication begins to diverge, with some executives emphasizing consolidation and cost efficiency while others continue to press for rapid rollout. No formal plan change has been approved. Local warehouse managers increasingly optimize for local convenience, previously settled decisions are reopened, and steering committee discussions repeat without closure. Work continues, but the original vision no longer gives the project a reliable basis for prioritization.

Question:

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.