When conflict arises between team members, especially around assumptions or decisions, the project manager should address the root cause while reminding the team of the project's priorities. Discussing the schedule impact emphasizes collaboration over personal preference.
The PMBOK Guide - Seventh Edition encourages timely conflict resolution and prioritization of project objectives over individual views.
Option A is not a collaborative or long-term solution.
Option B is extreme and not the first course of action.
Option C may overlook critical input and reduce team trust.
References:
PMBOK Guide - Seventh Edition, Team Performance Domain
PMI Conflict Resolution and Stakeholder Collaboration Guidelines
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In conflict resolution, particularly in stakeholder disagreements, the project manager should act as a facilitator and mediator. Scheduling a joint meeting to promote open dialogue and reach mutual understanding supports collaborative decision-making and promotes transparency.
The PMBOK Guide - Seventh Edition and PMI's Conflict Resolution guidance recommend collaborative problem-solving as the most effective approach in stakeholder conflict. Engaging both parties together helps to clarify misunderstandings and identify common ground.
Option A is a last resort if resolution fails.
Option B is useful for gathering information but delays the resolution.
Option D lacks the project manager's facilitation and may not be constructive.
References:
PMBOK Guide - Seventh Edition, Stakeholder Engagement and Team Performance Domains PMBOK Guide - Sixth Edition, Section 9.5: Manage Team (Conflict Resolution Techniques)
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The project manager should alert the new project sponsor about the issues that are affecting the project delivery as soon as possible, and seek their support and guidance. The best way to do this is to send an email that summarizes the project status and key concerns, and request an immediate face-to-face meeting to discuss them. This way, the project manager can communicate the urgency and importance of the situation, and establish a direct and personal connection with the project sponsor. The project manager should also prepare a clear and concise agenda for the meeting, and provide relevant information and data to support their claims and recommendations.
Option A is not a good choice, because it is passive and hopeful, rather than proactive and assertive. The project manager should not rely on the project sponsor to find time to attend the project team's weekly meetings, which may not be relevant or convenient for them. The project manager should initiate a dedicated meeting with the project sponsor to address the specific issues and concerns.
Option C is also not a good choice, because it is ineffective and inefficient. The project manager should not continue emailing updated project status reports, which may not capture the attention or interest of the project sponsor, and may not convey the severity and impact of the issues. The project manager should not wait for the project sponsor to request a meeting, which may not happen in time or at all. The project manager should take the initiative and responsibility to escalate the issues and seek the project sponsor's involvement and support.
Option D is not a good choice, because it is incomplete and insufficient. The project manager should not just complete a risk analysis and email a copy of the risk register, which may not be enough to persuade or inform the project sponsor. The project manager should also explain the context and background of the issues, and propose possible solutions and actions. The project manager should also follow up with a meeting request, rather than just urging the project sponsor to respond.
: 1: Project Management Professional (PMP) Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition

The project manager should gather relevant cultural data and engage members in discussions covering their work ethics because this is the best way to avoid uncertainty in the project due to different cultures. Cultural differences can affect the communication, collaboration, and performance of a virtual team, and may lead to misunderstandings, conflicts, or delays. Therefore, the project manager should collect and analyze information about the cultural backgrounds, preferences, and expectations of the team members, and use this data to design and implement appropriate communication and management strategies. The project manager should also facilitate open and respectful dialogue among the team members, and encourage them to share their work values, norms, and practices. This can help to build trust, rapport, and mutual understanding within the team, and foster a positive and productive work environment. The other options are not the best choices because they do not address the root cause of the problem, which is the lack of cultural awareness and sensitivity. Starting the project and adding any uncertainty that arises to the risk register (option A) may be too reactive and insufficient, as it does not prevent or mitigate the potential issues caused by cultural differences. Dissolving the virtual team and building a colocated team (option B) may be impractical or impossible, as it may depend on the availability, budget, and scope of the project. Building a culturally neutral team that will not be affected by cultural differences (option D) may be unrealistic or undesirable, as it may ignore or suppress the diversity and richness of the team members' cultures, and may also violate the agile principle of valuing individuals and interactions over processes and tools. References: PMBOK Guide, 6th edition, pages 52, 273, 335, 686-687. PMP Questions page 447. PMP Practice Exam | Free PMP Practice Questions.

In a project with high uncertainty, where the customer is concerned about the number of iterations and the risk of not meeting the mandatory delivery date, a hybrid approach is recommended. This approach combines elements of both predictive and agile methodologies, allowing for flexibility in areas of high uncertainty while maintaining a level of predictability for certain aspects of the project. It enables the project team to plan parts of the project with a high degree of certainty predictively, while managing other parts with more flexibility and adaptability using agile practices.
The recommendation for a hybrid approach aligns with the guidance provided by PMI, which suggests tailoring the project management approach to fit the business environment, the risks, and the complexity of the project12. Additionally, the Professional in Business Analysis Reference Materials supports the use of a hybrid approach in situations where parts of an initiative use a predictive approach and parts use an adaptive approach3.