Please the case study below and answer the questions that follow.

$(10$ marks$)$

As a multi$-$billion$-$dollar world leader in manufacturing automotive components, ABC automotive company$$s customer base includes virtually every major manufacturer in the global automotive, commercial vehicle, and off$-$highway markets.

As the company emerged from bankruptcy protection, its Human Resources $($HR$)$ executives wanted to reduce service costs, which were averaging US $$20$ million annually. They developed a strategy to $$right$--$source$$ key HR functions that had been outsourced to a single contractor. By bringing the majority of services back in$-$house, and partnering with an array of best$-$in$-$class service providers for select elements of the program, the company expected to both improve HR services and cut costs dramatically. Overall, there were $15$ discrete projects included in the HR Transformation Program, encompassing all aspects of HR service delivery, such as Payroll, Benefits, Health and Welfare, and Pensions.

After eight months, however, the entire program was in jeopardy. Key milestones and deliverables were not being met for any of the projects, and critical cost overruns were adding up$.$ With just four months remaining to complete the entire HR Transformation Program, the CIO realized that the organization did not have the program management expertise to achieve the expected results.