The project manager should address the personal differences and work styles of the team members by meeting with them and agreeing on expectations from each other. This is a proactive way of managing conflict and fostering collaboration among the team members. It also helps to establish a common vision and goals for the project and clarify the roles and responsibilities of each team member. This approach is consistent with the PMI-PBA Domain 5: Solution Evaluation, Task 5.2: Communicate Solution Status, and the PMP Domain 3:
People, Task 3.4: Lead a Team. References: (Professional in Business Analysis Reference Materials source and documents) PMI-PBA Exam Content Outline, Domain 5: Solution Evaluation, Task 5.2: Communicate Solution Status1 PMP Exam Content Outline, Domain 3: People, Task 3.4: Lead a Team2 A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, Chapter 9:
Project Resource Management, Section 9.4: Develop Team

According to the Project Management Body of Knowledge (PMBOK) guide, effective stakeholder engagement is crucial for the success of a project. The project manager should schedule regular meetings with the key stakeholder to provide updates and receive feedback. This will ensure that the stakeholder is kept informed about the progress of the project and can provide valuable input. Additionally, promoting an adaptive and transparent environment where the team can easily communicate with the stakeholders will help in building trust and improving the relationship with the stakeholder. References: PMBOK Guide, 6th Edition, Section 13: Stakeholder Management

According to the Project Management Professional (PMP) principles, a project manager should actively engage with team members to identify and resolve issues. In this scenario, the project manager should meet with the designer to understand the challenges and work collaboratively to find a solution. This approach promotes open communication, problem-solving, and maintains the momentum of the project. References:
PMBOKGuide - Sixth Edition, Section 9.5.2.1: Manage Team

The initial step for a project manager noticing a change in a team member's performance and behavior is to have a private discussion with the individual. This approach allows for an open and confidential dialogue where the team member can share any personal or professional issues that may be affecting their performance.
It is important to address such matters sensitively and without making assumptions. The project manager should aim to understand the root cause of the behavior and performance drop, which could range from personal issues to work-related stress or misunderstandings within the team1.
References: The approach aligns with the PMBOK Guide's emphasis on project managers being proactive in identifying and addressing team performance issues. It also reflects the principles of good leadership and management, where direct communication with team members is key to resolving conflicts and maintaining a healthy team dynamic1. Additionally, the Professional in Business Analysis materials advocate for addressing team conflicts through direct communication to understand the underlying issues and work towards a resolution2.

Transitioning to an agile approach requires a shift in mindset and practices, especially when the team is inexperienced and working remotely. As a servant leader, the project manager should focus on coaching the team members to enhance their engagement and collaboration. This involves empowering the team, facilitating a supportive environment for learning, and encouraging open communication. Coaching helps in building a strong team dynamic that is essential for agile teams, particularly in a remote setting where team members may feel disconnected. By coaching, the project manager can help the team members to understand the agile values and principles, thereby increasing their commitment to the project goals.
: The answer is supported by the principles of agile project management, which emphasize the importance of servant leadership and coaching for team development and engagement123. Additionally, the guidance on working with remote agile teams suggests that coaching and fostering collaboration are key to maintaining team commitment and performance4567.