When a new project sponsor is assigned, it is crucial for the project manager to engage with them to review the current project scope and discuss any requested changes. This ensures alignment on the project's objectives and deliverables. The PMBOK Guide emphasizes the importance of communication and stakeholder engagement in project management. Meeting with the new sponsor allows for a collaborative approach to integrate their vision while maintaining the project's commitments and constraints12.
References:
Project Communications Management According to the PMBOK3
The PMBOK's Project Scope Management Knowledge Area4
Project sponsorship - Project Management Institute12

The project manager should use the monitor and control project work process to track, review, and report the progress and performance of the project. This process involves collecting, measuring, and analyzing project data to identify variances from the baseline and take corrective actions if needed. One of the tools and techniques for this process is data analysis, which includes root cause analysis. Root cause analysis is a technique to identify the underlying factors that cause a problem or a deviation from the expected outcome.
By conducting root cause analysis, the project manager can understand why some team members are not completing their tasks on time and address the issues accordingly. This could involve providing feedback, coaching, training, or other support to the team members. Communicating the delivery dates more frequently (option A) may not be effective if the team members are facing other challenges or obstacles that prevent them from meeting the deadlines. Mentoring the team members to work in a remote environment (option C) may be helpful, but it is not the best option to resolve the current situation. The project manager should first identify the specific causes of the delays and then provide the appropriate guidance or assistance. Talking to the resource managers and requesting additional resources (option D) may not be feasible or necessary, as it may increase the project cost and complexity. Moreover, adding more resources may not solve the problem if the existing team members are not performing well or have other issues that affect their productivity. References: (Professional in Business Analysis Reference Materials source and documents)
* PMBOK Guide, 6th edition, pages 119-120, 4.4 Monitor and Control Project Work
* PMI, PMP Exam Content Outline, 2021, page 9, Domain II: Process, Task 7: Monitor project artifacts and resolve any deviations from the project management plan
* PMP Practice Questions #60 - iZenBridge

The PMBOK Guide emphasizes the importance of developing the project team. This includes improving competencies, team interaction, and the overall team environment to enhance project performance. In this case, the project manager should ensure that coaching meetings are in place for the new team member within the project timeline. This will help the new team member gain the necessary skills and knowledge to contribute effectively to the project. References: PMBOK Guide, 6th Edition, Chapter 9: Project Resource Management, Section 9.4: Develop Team

An issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. An issue log is a project document that provides a mechanism for recording and communicating issues that arise during a project. It also helps to monitor their resolution. According to the PMBOK Guide, the first step in managing issues is to identify and document them in the issue log. The issue log should include information such as issue description, type, priority, owner, due date, status, and resolution. Updating the issue log will help the project manager to track and resolve the issue of the government-owned area, and communicate it to the relevant stakeholders.
Identifying an alternative site, issuing a change request, or updating the risk register are possible actions that may be taken after the issue is documented and analyzed, depending on the impact and urgency of the issue. References: : PMBOK Guide, 6th edition, page 89 : PMBOK Guide, 6th edition, page 558 : PMP Sample Test Questions

According to the PMBOK Guide, a strengths-based team is a team that knows and understands the strengths of each individual and they work alongside each other with a deep knowledge of how each person plays their role in the team1. A strengths-based team can enhance team performance, collaboration, innovation, and engagement2. Positive psychology is a branch of psychology that focuses on the positive aspects of human experience, such as happiness, well-being, resilience, and flourishing3. Positive psychology can help team members discover and leverage their strengths, appreciate and support each other, and cultivate a positive mindset and attitude4. Therefore, the project manager should explain the benefits of the strengths-based approach and the effects of positive psychology to the team members who are not actively participating. This can help them understand the purpose and value of the workshops, motivate them to engage and contribute, and foster a positive team culture5.
The other options are not the best ways to deal with the situation. Having a one-on-one discussion with each team member (A) may be helpful, but it is time-consuming and may not address the root cause of the lack of participation. Documenting the behavior of the team members and highlighting it during their performance reviews (B) may be punitive and demoralizing, and it does not provide any constructive feedback or guidance.
Identifying the team members who are not participating and reprimanding them may be harsh and counterproductive, and it may create resentment and conflict within the team.
References:
1: PMBOK Guide, 6th edition, p. 336
2: The Benefits of a Strengths-Based Team
3: What Is Positive Psychology & Why Is It Important?
4: Positive Psychology | Psychology Today
5: 10 Effective Tips On How To Lead A Strengths-Based Team