A program to implement a new payroll processing system at a healthcare company is nearing completion and is under budget. What should the program manager do next?

The program is nearing completion, not yet complete, so requesting closure initiation is premature and skips the opportunity to leverage remaining budget.

Presenting additional opportunities to the program sponsor is correct because an under-budget status signals available capacity that could fund enhancements or adjacent initiatives aligned with organizational strategy. The sponsor has authority over how residual program funds are used, and proactively surfacing opportunities demonstrates strategic program leadership.

Applying program budget to operational activities is not appropriate because program funds are intended for the defined program scope, not ongoing operations.

Applying the remaining budget to deferred enhancements without sponsor approval bypasses the governance and authorization process required for scope changes.