A PM is responsible for implementing a new customer relationship management system and has learned that the sales organization is reluctant to utilize the new system. The organization's reluctance…

Training users is a common step, but it typically comes after understanding why they are reluctant; if the training doesn't address their specific challenges, it may not resolve the underlying adoption issue.

Escalating to the Change Control Board (CCB) is premature; the CCB deals with formal change requests, not initial assessment of user adoption problems.

Holding sessions directly with users, such as workshops or focus groups, is a proactive way to gather feedback, understand their specific pain points, concerns, and reasons for reluctance regarding the new CRM system, which is essential for developing effective adoption strategies.

Tracking system usage provides metrics but does not help understand the 'why' behind low adoption, which is the core problem described.

User reluctance that jeopardizes project success is a significant potential threat to project objectives, making it a risk that must be formally identified, documented in the project risk register, and subsequently analyzed for potential mitigation strategies.

Creating a memorandum of acceptable use is a policy document, not a direct action to understand or gain acceptance for a system where users are already reluctant.