Perform Integrated Change Control is the process of reviewing all change requests, approving changes and managing changes to deliverables, organizational process assets, project documents, and the Project Management Plan, and communicating the decisions1. This process is important to ensure that only approved changes are implemented and that the project remains aligned with the project objectives and stakeholder expectations. In this scenario, the project manager should perform Integrated Change Control to evaluate the impact of the proposed alternative solution on the project scope, schedule, cost, quality, risk, and other aspects. The project manager should also consult with the project sponsor, customer, and other key stakeholders to obtain their approval or rejection of the change request. The project manager should document the change request and its status in the change log and update the project management plan and other relevant documents accordingly. The project manager should also communicate the change and its implications to the project team and other affected parties. By performing Integrated Change Control, the project manager can ensure that the project is managed in a controlled and consistent manner, and that the project deliverables meet the agreed requirements and expectations. References:
* How To Successfully Perform Integrated Change Control
* 6 Steps for an Integrated Change Control Project Management Strategy
* Performing Integrated Change Control: PMP Tips

Agile methodologies emphasize customer collaboration over contract negotiation and responding to change over following a plan. Regular demonstrations of product features allow for continuous customer feedback, which is integral to agile projects. This practice ensures that the product evolves according to the customer's needs and maintains quality throughout development123.
References:
Agile Methodology in Project Management as a Licensed PMP1.
Customer Involvement in Agile Development | Atlassian2.
Agile Product Management: Pros and Cons & Best Practices - Hotjar3.

In today's global and digital work environment, teams often work remotely and are spread across different geographical locations. The Project Management Professional (PMP) guidelines suggest that in such situations, the project manager should leverage technology to facilitate communication and collaboration.
Setting up a weekly video conference can help monitor the progress of the team member's work and ensure that they are still able to contribute effectively to the project, despite their relocation. This approach also maintains the continuity and dynamics of the existing team. References: A Guide to the Project Management Body of Knowledge (PMBOK Guide) from www.pmi.org. Specifically, the section on Project Communications Management, which discusses the use of communication technology to manage remote teams.

The communications management plan is a subsidiary plan of the project management plan that describes how project communications will be planned, executed, and monitored. It should include the stakeholder communication requirements, the information to be communicated, the communication methods and technologies, the frequency and timing of communication, the roles and responsibilities of communicators, and the escalation process for resolving communication issues. If a stakeholder is not receiving the project status report, it means that the communications management plan is not aligned with the stakeholder communication requirements, and it needs to be updated. The project manager should also send the current project status documentation to the missed stakeholder to ensure that they are informed and engaged in the project. This is the best option among the four choices, as it follows the best practices of project communication management and stakeholder management. References: (Professional in Business Analysis Reference Materials source and documents) A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 8:
Project Communications Management, Section 8.1.3.1: Communications Management Plan Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning Business Analysis Work, Section
4.3.2: Communication Plan
Practice Standard for Project Stakeholder Management, Chapter 3: Plan Stakeholder Engagement, Section
3.3.2: Communication Requirements Analysis