According to the Professional in Business Analysis Reference Materials, team building is a tool and technique used in the Develop Project Team process, which aims to improve the performance of the project team and enhance project outcomes. Team building activities can help the project manager to address the issues that arise from team member changes, such as loss of trust, communication gaps, and conflicts. Team building can also help the project manager to align the team members with the project goals and expectations, and to motivate them to achieve the key performance indicators (KPIs) that measure the team's progress and success. References:
* Professional in Business Analysis Reference Materials, page 176, section 9.3.2.3
* PMI PMP Quiz:35 Topic:1 Questions:171-175, question 3

Identifying the root cause of communication issues is the first step to enhance project team effectiveness. The project manager should use tools and techniques such as interviews, surveys, or root cause analysis to understand the factors that are affecting the communication among the team members. These factors could include cultural differences, language barriers, time zones, technology limitations, or personal preferences.
Once the root cause is identified, the project manager can implement appropriate solutions to improve the communication and collaboration within the team. Implementing team colocation to improve communication is not a feasible option for a global virtual team, as it would incur high costs and logistical challenges.
Initiating daily communication of project progress is a good practice, but it does not address the underlying communication issues. Scheduling a communications control board meeting is not relevant to the question, as it is a mechanism to monitor and control the communication management plan, not to enhance the team effectiveness. References: Project Management Professional Sample Questions, page 11, question 91. [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 368, section
10.2.2.5. [Agile Practice Guide], page 28, section 3.1.2.

When a requirement arises during project execution that affects scope, schedule, or budget, the project manager must follow formal change control procedures. Procuring a server that was not part of the original baseline constitutes a change. Therefore, the correct action is to raise a change request and obtain approval before proceeding.
Option A bypasses change control protocols, which may lead to governance or audit issues.
Option B shifts the cost improperly without formal agreement.
Option C assumes the change is covered under contingency without verification.
References:
PMBOK Guide - Seventh Edition, Delivery Performance Domain
PMBOK Guide - Sixth Edition, Section 4.6: Perform Integrated Change Control
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