PMP Practice: Keep the Vision Current

Riku Watanabe is managing a large enterprise resource planning system implementation for Cipher Bloom Technologies, a global shipping company. During a mid-project status review, the CFO expresses frustration that the new system will not reduce invoice processing time, while the COO is upset that warehouse automation features are being deprioritized. The IT director complains the project is taking too long and costing too much. Riku realizes that despite having signed off on the project charter six months ago, each executive has a different understanding of what success looks like. The project is currently on schedule and within budget according to the baseline, but stakeholder satisfaction scores have dropped significantly. What should Riku do to address the root cause of this misalignment?