A project manager is leading an enterprise-wide software project with strong senior management support and high business impact, but is having difficulty gaining support from several key departments. What should the project manager do?

The project manager should understand the user concerns and revisit the stakeholder engagement plan because this directly addresses the root cause of the resistance. By actively listening and understanding the departments' perspectives, the project manager can identify specific issues, fears, or misunderstandings, which then allows for a more tailored and effective engagement strategy. The stakeholder engagement plan is a living document and should be updated to reflect new information and changing dynamics. Asking senior management to communicate with these departments might offer a temporary solution but doesn't resolve underlying issues and could be perceived as top-down pressure. Hiring a consultant is an unnecessary expense at this stage and doesn't replace the project manager's responsibility to manage stakeholders. Persuading senior management to introduce rewards might incentivize compliance but doesn't build genuine support or address legitimate concerns.