A construction professional is managing an 8-year-long, multibilion-dollar program In the program's third year, the construction professional starts noticing downward trends in the schedule and some milestones are being missed. The teams have started blaming one another for the delays, and the program is under varying degrees of oversight and public scrutiny What should the construction professional do to address this problem before it escalates further? Identity the root cause of the delays using a fishbone diagram and assign mitigating actions for the approprate owners and/or delegates to resolve Set up an Obeya management system to gain cohesion from team members, build traction, and move the program toward the end goal O Facilitate a program-wide team meeting to review the facts, reiterate the impacts if this program falls further behind, and use the Delphi technique to establish a path forward Hold meetings with each team to understand their points of view and find common ground that leads to mutual understanding so the program can move forward