In a matrix organization, a project manager runs an internal software project to reduce conflicts in the company's tracking system. Developers have deployed the application and it's delivering some benefits, but full benefits will take time. What should the project manager do?

The correct answer is to coordinate with the project's functional leads to validate its readiness for transition. This aligns with the project management principle of transitioning project deliverables to operations once they are ready, even if full benefits realization is ongoing. The project manager's role is to ensure the project's output is successfully integrated into the organization's ongoing operations. Continuing to manage the project until all benefits are realized is incorrect because benefits realization often extends beyond the project's closure. Requesting a new project for benefit monitoring is unnecessary; benefit realization management is part of the organizational process, not typically a separate project. Updating documents and closing the project without proper transition validation would be premature and irresponsible, potentially leaving the operational team unprepared.