Emotional intelligence, or EQ, is about understanding and dealing with emotions, both personal and teamwide. In project management, having a high EQ helps build strong relationships, solve problems, and lead teams. Leaders with good EQ can understand how others feel, which builds trust and teamwork. These managers can also effectively control their own emotions, staying calm when projects get tough and making smart decisions. EQ improves communication, helps with working with others, and makes projects a positive place where all members feel important and heard1. References: 24 Must-Have Project Management Skills for Project Managers

In a fixed-budget project, scope or time shifts can only be accommodated by adjusting the schedule or reassigning available resources. Given the CEO ' s non-negotiable demand, the project manager must:
A: Engage the CEO to assign additional support resources (functional team members), easing the burden on the core team.
C: Adjust the delivery timeline to reflect the diversion of team efforts, ensuring realistic stakeholder expectations.
Option B may lead to burnout and ignores labor policies.
Option D risks both efforts being compromised.
Option E is ineffective and unsustainable for a project-level task.
References:
PMBOK Guide - Seventh Edition, Planning and Stakeholder Performance Domains PMI Scheduling Guidelines - Managing Schedule Impact

The project manager should first evaluate the impact of the nonrenewal of the license on the project. This involves assessing the risks, costs, and potential delays associated with not renewing the license. It is important to understand how critical the component is to the project's success and whether there are any viable alternatives that could be considered. This evaluation will inform the decision-making process regarding whether to renew the license or seek other options. References: = PMBOK Guide - Sixth Edition and the Professional in Business Analysis (PMI-PBA) Reference Materials.

According to the PMBOK Guide, an issue log is a project document that records problems in a project and how they are resolved. A resource management plan is a component of the project management plan that describes how resources will be estimated, acquired, developed, managed, and controlled. When a team member leaves the company, the project manager should update the issue log with the details of the problem and the impact on the project. Then, the project manager should refer to the resource management plan to find out how to deal with the resource gap, such as reassigning tasks, hiring a new team member, or requesting additional resources from the sponsor or other stakeholders.
PMBOK Guide, 6th edition, pages 89-90, 318-319, 374-375
Agile Practice Guide, pages 32-33, 77-78