According to the PMBOK Guide, an agile team is a cross-functional group of people that is self-organized and empowered to deliver the project objectives. The agile team should have the following characteristics1:
They are collaborative and work together as a cohesive unit
They have generalizing specialists who can perform multiple roles and tasks They are co-located or use effective communication tools to overcome geographic barriers They are adaptive and responsive to changing requirements and feedback They are empowered and accountable for their work and decisions Therefore, the best option for the project leader is to choose a team whose members have more general aptitudes and can collaborate on different tasks, as this aligns with the agile principles and values. References: 1 PMBOK Guide, 6th edition, page 21.

According to the Agile principles, face-to-face conversation is the most efficient and effective method of conveying information to and within a development team. Therefore, it's important to have a common understanding and agreement among all team members about the timing of the daily standup. In this scenario, the project lead should facilitate a discussion with the entire team, including the agile coach and technical writer, to decide on a suitable time for the daily standup that respects everyone's time zones and work schedules. References: Agile Practice Guide, PMI, Chapter 3: Implementing Agile: Creating an Agile Environment, Section: Daily Standup/Meeting. Project Management Professional (PMP) Certification Handbook, PMBOK Guide 6th Edition, Chapter 10: Project Communications Management.

The project manager should evaluate the project's specific needs, resources, timelines, and risk tolerance to determine the most suitable project management approach. While the PMO is implementing adaptive tools, and the functional manager prefers predictive tools, the project manager's responsibility is to assess the situation and decide on the approach that aligns best with the project's goals and context. This decision should be based on a thorough understanding of both adaptive and predictive methodologies and their applicability to the project at hand. The project manager should consider the unique aspects of the project, such as its complexity, stakeholder expectations, and the degree of uncertainty, to make an informed decision.
: The information provided is synthesized from the general principles found within the PMI's guide and standards for project management and business analysis, which advocate for tailoring the project management approach to the specific needs of the project123. It is also aligned with the PMI's stance on the importance of using the right tools and techniques to support the project's objectives45.

The PMBOK Guide emphasizes the importance of team dynamics and conflict resolution. It suggests that project managers should foster an environment where team members can openly discuss and resolve conflicts.
This includes encouraging innovative ideas and addressing any concerns about their practicality. By promoting further discussions, the project manager can help the team integrate diverse perspectives and find realistic ways to implement innovative solutions12. References: = Conflict Resolution Strategies In Project Management (PMP)1; 5 Conflict Resolution Techniques in Project Management2.

The project is behind schedule after an approved rebaseline, so the project manager should focus on schedule recovery options rather than simply reporting delay. Fast-tracking (D)-performing activities in parallel that were originally planned in sequence-is a common schedule compression technique used to regain time. The first step is to review the schedule to identify logical relationships, dependencies, and candidate activities that can overlap without unacceptable rework or quality risk. This analysis is especially important given CPI of
0.93, which indicates cost overrun pressure; crashing (A) adds resources and typically increases cost, potentially worsening CPI. Informing stakeholders of delay (B) may be necessary, but it does not improve performance; it's a communication action, not a recovery action. "Manage the critical path" (C) is always important, but it is not a specific corrective action-critical path management should lead to concrete recovery strategies such as fast-tracking selected paths or re-sequencing work. Therefore, the most effective next action is to analyze and implement fast-tracking where feasible to bring the schedule back on track.