A multiyear program is ready to conclude. It has achieved all business objectives and is delivering its intended benefits. However, the program sponsor is not willing to sign the formal program…

Requesting a budget increase is counterproductive - the program has already achieved its objectives and increasing the budget only extends unnecessary costs.

Escalating to the program governance board is correct because the sponsor's refusal to execute closure on a fully delivered program creates ongoing operational costs without justification. The governance board holds authority over the program sponsor and can compel resolution, enforce closure, and protect the organization from continued unnecessary expenditure.

Asking stakeholders to informally influence the sponsor bypasses the formal governance structure and may be ineffective or politically inappropriate.

Directing component project managers to archive documents before formal closure acceptance is premature and does not resolve the root issue of the sponsor's refusal.