The efforts should be consolidated to ensure alignment with the overall strategy of the postmerger organization. If resource allocation is not centralized, the separate projects are at risk of overestimating the availability of key knowledge resources for the in-house developed legacy applications. In postmerger integration programs, it is common to form project management offices to ensure standardized and comparable information levels in the planning and reporting structures, and to centralizedependencies of project deliverables or resources. The experience of external consultants can be valuable since project management practices do not require in-depth knowledge of the legacy systems. This can free up resources for functional tasks. Itis a good idea to first get familiar with the old systems, to understand what needs to be done in a migration and to evaluate the implications of technical decisions. In most cases, mergers result in application changes and thus in training needs asorganizations and processes change to leverage the intended synergy effects of the merger.

Section: Protection of Information Assets
Explanation:
The configuration management process may include automated tools that will provide an automated recording of software release baselines. Should the new release fail, the baseline will provide a point to which to return. The other choices do not provide the processes necessary for establishing software release baselines and are not related to software release baselines.

An application control review involves the evaluation of the application's automated controls and an assessment of any exposures resulting from the control weaknesses. The other choices may be objectives of an application audit but are not part of anaudit restricted to a review of controls.