According to the PMBOK Guide, a project manager is responsible for leading and motivating the project team and ensuring their engagement with the project. A project manager should create an environment that encourages leadership, translates ambitions into growth opportunities, and rewards overtime workers when working with a project team composed of recent university graduates. This will help to inspire, empower, and recognize the team members, and to align their personal and professional goals with the project objectives.
Creating an environment that encourages leadership, translates ambitions into growth opportunities, and rewards overtime workers is the best action that the project manager should take in this situation. Providing clear direction on the work to be done and its alignment to the major objectives of the organization, using technology to communicate (A) may be a necessary action, but not sufficient to ensure the team's engagement, as it may not address their needs, interests, and expectations. Establishing a clear hierarchical environment and allowing them to navigate through the project faster using social networks (B) may not be effective or appropriate, as it may create a rigid or bureaucratic structure, and undermine the team's collaboration and communication. Fostering proactive decision making and developing a hierarchy to approve decisions based on different levels of complexity may be a good practice, but not the best one, as it may not create a conducive environment for the team's development and growth. References: PMBOK Guide, 6th edition, pages 349-350, 361-362.

A virtual workspace is a tool that allows team members to collaborate and communicate online, regardless of their physical location. A virtual workspace can help the project manager and the team to share information, documents, updates, feedback, and ideas in real time. A virtual workspace can also enhance the team's trust, cohesion, and productivity. By encouraging all team members to use a virtual workspace, the project manager can ensure that everyone is on the same page and has access to the latest project information. The project manager can also monitor the team member's progress and provide support if needed12.
Talking to the team member about their engagement and taking appropriate action is another option that can help the project manager in this situation. The project manager should try to understand the reasons behind the team member's lack of communication and details, such as lack of motivation, skills, resources, or clarity.
The project manager should also provide constructive feedback and guidance to the team member, and set clear expectations and goals for their performance. The project manager should also follow up with the team member regularly and recognize their achievements. If the team member does not improve their communication and details, the project manager may need to escalate the issue to the functional manager or consider reassigning the work to another resource34. References: = 12 Project Management Strategies To Improve Efficiency, Strategy 6: Use a virtual workspace; 8 Steps for Better Issue Management, Step 5:
Communicate with the team; PMBOK Guide, Sixth Edition, pages 368-369, 376-377; Agile Practice Guide, pages 28-29, 50-51.

The project manager should set up a meeting with key stakeholders to clarify requirements. Clear communication is essential in project management, especially when working with remote teams or teams in different countries. By engaging key stakeholders, including the development team and the client, the project manager can address any differences in interpretation and ensure that everyone is on the same page regarding the client's needs. This proactive approach can help prevent rework and delays in the project schedule.
References:
1.How to manage Client Expectations in Project Management: A Comprehensive Guide
2.Chapter 4: Understanding and Meeting Client Expectations - Project Management
3.Client Management: How to Win and Retain Clients - ProjectManager

To ensure the acceptance of deliverables, it is crucial for the project manager to review the approved exit criteria for the product. This involves confirming that the product meets the agreed-upon requirements and quality standards, which are essential for customer satisfaction and formal acceptance. The exit criteria provide a clear and objective way to measure the deliverable's readiness for deployment and acceptance by the customer. By reviewing these criteria, the project manager can address any concerns the customer may have regarding the quality of the product delivery, thus facilitating a smooth transition to production deployment1.
The PMBOK Guide outlines the importance of verifying that project deliverables meet the requirements and acceptance criteria before they are considered complete2. The PMP Examination Content Outline also emphasizes the need for project managers to ensure that deliverables are ready for acceptance3. The Professional in Business Analysis Reference Materials support this approach by highlighting the role of exit criteria in validating the quality and readiness of deliverables4.

According to the PMBOK Guide, the project manager should collect requirements from all stakeholders, using various techniques such as interviews, focus groups, surveys, etc. The project manager should also document the stakeholder requirements, expectations, and assumptions in the requirements traceability matrix.
If some stakeholders are not available for a meeting, the project manager should use other communication methods to reach out to them and gather their input. This will ensure that the project requirements are complete, accurate, and aligned with the stakeholder needs and expectations. References: PMBOK Guide, 6th edition, pages 140-141, 152-153.