The project manager should refer to the requirements traceability matrix to verify whether the customer's claims are valid or not. The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them1. It helps to ensure that each requirement adds business value by linking it to the business and project objectives2. It also provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the project scope statement are delivered at the end of the project3. Revising the project scope baseline (B) is not a good option since it would imply accepting the change requests without verifying their validity. Escalating the change request to the project sponsor is also not advisable since the project manager should first analyze the situation and propose a solution. Reviewing the approved project charter (D) is not relevant since the project charter does not contain the detailed product requirements. References:
* 1: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Glossary, page 717
* 2: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 5, Section 5.2.3.1
* 3: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 5, Section 5.6.3.1

This question belongs to the People domain because it centers on customer engagement, feedback, and adaptive teamwork. PMI's communication and stakeholder guidance emphasizes that project communication must create understanding and support action, not just produce frequent reports. Since the customer remains dissatisfied despite regular communication, the problem is likely not the volume of communication but the project's responsiveness to customer needs. The best action is to review the situation directly with the customer and then make the necessary adjustments with the team.
Option A is weak because explaining that the team is new to agile does not solve the customer's problem.
Option C reduces communication and focuses on formatting, which misses the root issue. Option D may be helpful later, but changing sprint review frequency alone is less effective than understanding dissatisfaction and adapting accordingly. PMP-style thinking in agile environments favors feedback loops, collaboration, and adjustment based on stakeholder input. Therefore, the strongest answer is to work with the customer to understand the concern and then align the team's actions to improve customer satisfaction.

According to the PMBOK guide, one of the tools and techniques for managing stakeholder engagement is interpersonal and team skills, which include emotional intelligence, influencing, and negotiation skills (p.
529). Emotional intelligence is "the ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people" (p. 529). Influencing is "the ability to change the opinions, attitudes, or behaviors of others to achieve a desired outcome" (p. 530). Negotiation is
"a process of conferring with others to come to terms with them or to reach an agreement" (p. 530).
Therefore, the project manager should use these skills to persuade the stakeholder to accept the deliverables based on the project acceptance criteria, and to resolve any conflicts or issues that may arise. The other options are not as effective as persuading the stakeholder, because they either bypass the stakeholder's authority, create more dependency on the project sponsor, or postpone the problem without solving it. References: (Professional in Business Analysis Reference Materials source and documents) PMBOK guide, pages 529-530 PMI-PBA guide, pages 39-40