One of the primary responsibilities of the Scrum Master is to remove impediments that may block the team from achieving its sprint or iteration goal. If a dependency is discovered late in the project, swift and direct collaboration is required to ensure delivery continuity. Initiating communication with the dependent team aligns with the Scrum Master's role as a servant leader and facilitator.
According to the Agile Practice Guide (Chapter 3 - Agile Roles), the Scrum Master works across teams and organizational boundaries to resolve external dependencies that may block the team. It is not the sole responsibility of the Product Owner or individual team members to manage these external issues.
Option A shifts responsibility inappropriately to the Product Owner.
Option B doesn't resolve the dependency but merely postpones or reorders work.
Option D fails to address the systemic coordination needed; it may be helpful later but isn't the primary step.
Reference:
Agile Practice Guide, Section 3.1 - Scrum Master Responsibilities
PMBOK Guide - Seventh Edition, Team Performance Domain
-

Effective management of change requests involves evaluating the effects they have on the project scope, timeline, and finances. By recording these changes in the risk register, the project manager can make informed decisions and ensure the project's overall success. This approach allows for a structured process to assess the impact of each change and to determine the appropriate response, whether it be acceptance, modification, or rejection of the request.

The project manager should review the list of team members' skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team. According to the PMBOK Guide, a high-performing team is a team that exhibits a high level of collaboration, trust, commitment, and performance1. To build a high-performing team, the project manager should apply team development techniques that enhance the team's ability to work effectively and efficiently1. One of the team development techniques is skill assessment, which involves identifying and evaluating the skills and competencies of the team members, and aligning them with the project objectives and requirements1. By reviewing the list of team members' skills, the project manager can understand the strengths and weaknesses of the team, and determine the best way to assign roles and responsibilities. The project manager can also identify any skill gaps or overlaps that may affect the team performance, and plan for training or coaching to address them. Additionally, by understanding how the team members will work together, the project manager can facilitate communication and collaboration among the team members and other stakeholders, and foster a positive team culture that supports the project goals. This way, the project manager can build a cohesive, high-performing team that can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies.
Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team. Kick-off sessions are meetings that introduce the project and the team to the team members and other stakeholders, and establish the project vision, scope, and expectations1. While kick-off sessions can help the team members to get to know each other and the project, they do not necessarily help the project manager to review and evaluate the team skills and competencies, and align them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type may create silos and barriers among the team members, and reduce the team cohesion and collaboration.
Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as it delegates the responsibility of the project manager to the HR department, and ignores the input and involvement of the team members and other stakeholders. The project manager is the person who is accountable for the team performance and satisfaction, and who has the best knowledge and understanding of the project objectives and requirements1. Therefore, the project manager should take the lead in selecting and developing the team, and consult and collaborate with the team members and other stakeholders to ensure the team is aligned and engaged with the project goals.
Asking prospective team members to write a short biography explaining how they can contribute to the team's success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is a one-way and subjective way of presenting the team members' skills and competencies, and it does not provide the project manager with a comprehensive and objective assessment of the team skills and competencies. Furthermore, writing a short biography does not help the project manager to understand how the team members will work together, and facilitate communication and collaboration among the team members and other stakeholders.
1: PMBOK Guide, 7th edition, pages 96-97.

When a team member is underperforming, the project manager should first assess skill gaps or knowledge barriers. Identifying whether the person needs additional training, mentoring, or support is a fundamental leadership responsibility. This supports the PMBOK principle of fostering individual and team performance.
The PMBOK Guide - Seventh Edition emphasizes team development through coaching, mentoring, and training. Adaptive leadership helps align assignments with competency and career development.
Option A accepts inefficiency without root cause analysis.
Option B may disrupt team focus and doesn't address individual needs.
Option C is broader but should come after identifying actual training gaps.
Reference:
PMBOK Guide - Seventh Edition, Team Performance Domain
PMI Talent Triangle: Leadership & People Skills
-