A large organization with branches across many countries is in the midst of an enterprise resource planning (ERP) transformation. The IT organization receives news that the branches in a country…

The sale of high-impact branches fundamentally alters the scope, anticipated benefits, and cost-benefit analysis of the ERP transformation. The business case, including its projected ROI, must be re-evaluated immediately to determine if the project is still viable, justified, and delivers sufficient value under the new business circumstances before proceeding with any other adjustments.

Cancelling the transformation immediately without first re-evaluating the business case would be premature and could lead to abandoning a project that still holds significant value, albeit possibly reduced.

Adjusting the ERP implementation plan and budget is a subsequent, tactical step that should only occur *after* the business case and ROI have been re-evaluated and confirmed that the project still aligns with strategic objectives and delivers sufficient value.

Continuing with the ERP migration according to the original plan would ignore a significant business change that fundamentally impacts the project's justification, expected benefits, and overall strategic alignment.