The project manager should promote collaboration to help remove the obstacles for the team. This is because collaboration is one of the core values of agile, and it involves working together with the team, the agile coach, the stakeholders, and the organization to find solutions to the problems that hinder the project progress and quality. By promoting collaboration, the project manager can foster a culture of trust, openness, feedback, and learning, which can help the team overcome the obstacles and improve their performance. The project manager can also use various agile techniques, such as retrospectives, backlog refinement, and sprint planning, to facilitate collaboration and identify, prioritize, and resolve the impediments. The project manager can also escalate the issues that are beyond the team's control to the appropriate authority, such as the sponsor or the senior management, and seek their support and guidance.
The other options are not correct because they do not address the issue of collaboration, which is essential for agile projects. Including impediment resolutions during daily standup meetings might be helpful, but it is not enough to solve the obstacles that require more discussion and analysis. Performing a root cause analysis during the standup meetings is not appropriate, as the standup meetings are meant to be brief and focused on the current work and the next steps. Creating a dedicated sprint to solve the obstacles with the team might be a possible option, but it is not the best one, as it might delay the delivery of the project value and increase the project cost and risk. References: PMBOK Guide, 6th edition, section 4.1.2.2, page 77, Agile Practice Guide, section 3.2.2, page 28, PMP Exam Prep, 10th edition, page 100

The project manager should proactively engage with the stakeholders to address their dissatisfaction and work with them to find a solution. This is consistent with the stakeholder engagement plan, which defines the strategies and actions for managing stakeholder expectations and involvement. The project manager should not ignore the stakeholder issue, rely on the management team to intervene, or try to socialize with the stakeholders without addressing the root causes of the problem. References:
* PMP Exam Content Outline (2021), Domain III: Executing the Project, Task 8: Engage with stakeholders to meet expectations and foster relationships, p. 131
* A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13:
Project Stakeholder Management, Section 13.3.1.1: Stakeholder Engagement Plan, p. 5182
* Professional in Business Analysis (PBA) Examination Content Outline (2018), Domain III: Analysis, Task 6: Manage Stakeholder Collaboration, p. 15

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The project manager should first document the client's responsibility for the integration with the security subsystem as part of the project scope statement. This will help to define the boundaries of the project and clarify the roles and responsibilities of the project team and the client. It will also help to avoid scope creep and manage expectations. Planning the implementation, recording the issue, and informing the client are actions that can be done later, after the scope is clearly defined and agreed upon. References:
* PMP Exam Content Outline, Domain II: Process, Task 1: Execute project with the urgency required to deliver business value.
* A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 5:
Project Scope Management, Section 5.3: Define Scope, Page 154.

According to the PBA Guide, one of the competencies for business analysis is emotional intelligence, which is the ability to perceive, understand, and manage one's own and others' emotions1. A servant leader is someone who focuses on the needs and development of others, rather than on their own authority or power2.
Applying emotional intelligence to leverage this situation to benefit the project would involve recognizing the team member's frustration, acknowledging their achievement, and encouraging them to share their knowledge with the rest of the team. Asking the team member to use their recently acquired knowledge to develop and provide training to the team is an example of this approach, as it would foster collaboration, learning, and trust among the team members. Requesting budget to reward the team member (choice A) may not be feasible or effective, as it may create resentment or competition among the team members. Promoting the team member to product owner (choice B) may not be appropriate or relevant, as it may not match the team member's skills, interests, or responsibilities. Providing an incentive to team members who begin using the new tool on this project (choice C) may not be sufficient or sustainable, as it may not address the root cause of the team's reluctance or lack of knowledge. References:
* 1: PBA Guide, Chapter 3, Section 3.2.1 Emotional Intelligence
* 2: PMP Exam Content Outline, Domain II: People, Task 9: Support team development and team members through feedback and recognition.