During the development of a product, when multiple identified risks have now become issues, it is important to prioritize these issues and have the team resolve them. This approach aligns with the principles of agile project management, which emphasize the importance of addressing issues as they arise and adjusting plans accordingly. By prioritizing the user stories with issues, the project manager ensures that the most critical issues are addressed first, thereby minimizing their impact on the team's velocity and the overall project timeline. References:
https://www.coursera.org/gb/articles/how-to-manage-project-risk
https://www.pmi.org/learning/library/project-management-product-development-11194

According to the PMBOK Guide, when using an agile approach, the project manager needs to embrace change and respond to customer feedback by continuously refining and reprioritizing the product backlog1.
The product backlog is a dynamic list of the product requirements, user stories, and other work items that need to be completed by the project team. By working with the product manager and the rest of the team to update the project backlog, the project manager can incorporate the new feature requested by the customer, and deliver value early and often1. The other options are not appropriate, as they do not reflect the agile mindset and principles. Assessing the impact of the new requirements and initiating the change request process, assessing the impact and communicating the updated product roadmap, and following the change management plan to update the risk register are all possible actions that could be taken in a predictive or waterfall approach, where changes are more controlled and formalized. However, in an agile approach, changes are expected and welcomed, and the project manager should collaborate with the customer and the team to deliver the best possible product2. References:
1: PMBOK Guide, 6th edition, page 18
2: PMBOK Guide, 6th edition, page 156

A risk register is a tool to identify, document, monitor and resolve project risks. It is an essential part of the risk management process and should involve the participation of relevant stakeholders. Stakeholder engagement is a process of identifying, understanding and involving people who have a stake in the outcome of the project. Effective stakeholder engagement requires ongoing communication, consultation, and collaboration. Therefore, the best option for the project manager is to run the meeting with the available stakeholders and then follow up with each one of the absent stakeholders to get their input. This way, the project manager can ensure that the risk register is comprehensive, accurate and reflects the views and concerns of all stakeholders. Canceling the meeting and creating the risk register using the project documents (option A) is not a good option because it does not involve the stakeholders and may miss some important risks or perspectives. Continuing the meeting and sending the updated risk register to all stakeholders (option B) is also not a good option because it does not allow the absent stakeholders to provide their input or feedback on the risk register. Escalating the issue of stakeholders not attending the meeting to the project sponsor (option D) is not a good option either because it does not address the root cause of the problem and may create unnecessary conflict or resentment among the stakeholders. References:
* 1: Risk Register: A Project Manager's Guide with Examples [2023] * Asana
* 2: 10 Principles Of Stakeholder Engagement | APM
* 3: What is Stakeholder Engagement, and Why is it Important for Strategic Planning?

The project manager should not compare the velocity of two agile teams as teams can size items differently.
Velocity is a measure of the amount of work a team can complete in a given time period. It is not a measure of the quality or value of the work. Comparing the velocity of two teams can lead to inaccurate conclusions and unhealthy competition. Instead, the project manager should use the velocity of each team to help them plan and forecast their own work, and focus on other metrics that reflect the outcomes and benefits of the project. References: Agile Practice Guide, page 48; PMBOK Guide 7th Edition, page 97.