In a project team, it's crucial to maintain a positive and collaborative environment. If a team member is being isolated, it can impact the team's effectiveness and the project's success1. The project manager should take proactive steps to address this issue1. Arranging and conducting team-building exercises can help improve team dynamics and integration1. Obtaining feedback from the isolated team member can provide insights into the situation and help identify potential solutions1. Similarly, getting feedback from other team members can help understand the root cause of the issue1. These actions can help the project manager address the issue effectively and ensure a positive and productive team environment1. References: 1 How Project Managers Can Deal With Difficult Team Members1

According to the PMBOK Guide, the project manager should identify the project stakeholders by using various sources of information, such as historical records, organizational charts, stakeholder registers, and lessons learned from previous projects. Lessons learned from previous projects can provide valuable insights into the stakeholder's expectations, needs, interests, influence, and potential impact on the project. By using lessons learned from the previous project as a guide, the project manager can create a more accurate and comprehensive stakeholder register for the current project, which will help in planning and managing stakeholder engagement. References: PMBOK Guide, 6th edition, page 511-512, section 13.1.1.2 Identify Stakeholders: Data Gathering.

The best option for the project manager in this situation is to have a meeting with the project manager of the other project to find a resource optimization solution that works for both projects. Resource optimization is a technique that aims to balance the demand and supply of resources across multiple projects and ensure that the resources are used efficiently and effectively. By meeting with the other project manager, the project manager can discuss the resource availability, requirements, constraints, and priorities of both projects and explore possible alternatives to resolve the resource conflict. Some of the alternatives may include:
Sharing the resource between the projects according to a predefined schedule or allocation percentage Adjusting the project schedules or activities to reduce the resource overlap or dependency Finding another resource with similar skills or qualifications to replace or supplement the requested resource Negotiating with the stakeholders to modify the project scope, quality, or budget to accommodate the resource limitation By collaborating with the other project manager, the project manager can find a mutually beneficial solution that minimizes the impact on both projects and maintains a good working relationship with the other project team123. References: = PMBOK Guide, Sixth Edition, pages 318-319, 333-334; Agile Practice Guide, pages 28-29, 50-51; How to Manage Resources Across Multiple Projects.

The burnup chart indicates that the "Completed" work is trailing behind the "Scope," suggesting that the team is not meeting the expectations set by the product owner. This discrepancy can be due to various factors such as underestimation of tasks, unforeseen challenges, or scope changes. It's important for the project lead to address this with the product owner and team to realign expectations, reassess the workload, and implement corrective actions to ensure that project goals are met within the sprint timeframe.
References:
A Guide to the Project Management Body of Knowledge (PMBOK Guide)
The PMI Guide to Business Analysis
Business Analysis for Practitioners: A Practice Guide12345.