The project manager should provide clear and objective feedback to the team member based on the key performance indicators (KPIs) that were established for the project. The KPIs are measurable values that demonstrate how effectively the project is achieving its objectives and delivering value to the stakeholders.
The project manager should review the KPIs for this team member and remind them how they are determined, such as by using data from the project management information system (PMIS), the earned value management (EVM) technique, or the agile metrics. The project manager should also explain how the KPIs are linked to the performance review and the rewards or recognition system. This way, the team member can understand the criteria for their evaluation and improve their performance accordingly. This is consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle. References:
PMBOK Guide 7th Edition, page 133
Agile Practice Guide, page 48
PMI Talent Triangle 1

According to the PMBOK Guide, 7th edition, section 4.6.2, the project manager should assess the impact of any requested changes on the project objectives, scope, schedule, cost, quality, resources, risks, and stakeholder engagement. The project manager should also follow the established change management process, which usually involves submitting the change request to the CCB for approval or rejection. The CCB is a group of stakeholders who have the authority to review and approve changes to the project baselines. The project manager should not implement the new features without the CCB's approval, nor reject them outright, as this could damage the relationship with the sponsor and other stakeholders. The project manager should also not add the new features just to please the sponsor, as this could lead to scope creep and gold plating, which are practices of adding unnecessary or unapproved features that increase the project cost and risk without adding value. References:
PMBOK Guide, 7th edition, section 4.6.2, page 121-122
PMBOK Guide, 7th edition
PMP Exam Content Outline

This question belongs to the Process domain because it deals with estimating methods and use of historical information. PMI's current Lexicon defines analogous estimating as estimating duration, cost, or resources using historical data from a similar activity or project. PMI also notes that organizational process assets and lessons-learned repositories can include historical information from previous similar projects that helps support estimating.
Because the activity was performed previously in another company project, the best next step is to consult artifacts from that earlier project . Those records provide the closest available benchmark and allow the team to estimate based on real prior performance rather than guesswork. Option A is weaker because it relies only on opinion when better evidence exists. Option C is incorrect because deadline-driven reverse estimating is unreliable and can create unrealistic commitments. Option D is also inappropriate because the issue is estimation, not resourcing the work with a different team. PMP-style logic favors using historical data first when a comparable reference is available, making analogous estimating the strongest and most defensible approach.

When faced with internal team conflicts, especially between a team lead and an experienced engineer, it is important to address the issue collectively. Organizing a meeting with the project team allows for open communication and collaborative problem-solving. This aligns with the PMBOK Guide's principles of conflict resolution, which include promoting a team environment where issues can be discussed and resolved in a manner that respects all parties' perspectives1. It also adheres to the Professional in Business Analysis (PMI-PBA) guidelines, which emphasize the importance of addressing conflicts directly and seeking a resolution that supports project delivery2.
References:
PMBOK Guide - Sixth Edition, Section 9.6 - Manage Team
Professional in Business Analysis (PMI-PBA) Reference Materials