In an agile project, teams are self-organizing and empowered to address issues internally. Open communication and collaboration are key principles in agile methodologies. Allowing the team to discuss the problem promotes understanding and helps find a collective solution to improve performance. References:
Agile practices encourage team-based approaches to problem-solving and continuous improvement, which aligns with the principles outlined in the Agile Manifesto and PMI's Agile Practice Guide.

To avoid the situation where a legal requirement is overlooked in a global project, the project manager should have identified the regulatory differences among the countries involved. This involves a thorough analysis of the legal and regulatory environment in each country to ensure that all requirements are addressed during the planning phase. By understanding these differences early on, the project manager can incorporate the necessary compliance measures into the project plan, avoiding potential legal issues and delays.
The importance of identifying regulatory differences in global projects is highlighted in the PMBOK Guide, which recommends a comprehensive approach to managing projects across different jurisdictions1. This is further supported by the PMI's Global Project Management Framework, which emphasizes the need for understanding the unique requirements on a country-by-country basis to achieve a high level of efficiency on global projects2. Additionally, the Professional in Business Analysis (PMI-PBA) materials advocate for the analysis and management of requirements, including legal and regulatory, throughout the project lifecycle34567.

According to the PMBOK Guide, the project manager is responsible for managing changes and ensuring that they are aligned with the project objectives and scope. One of the tools and techniques for managing changes is change control tools, which include a change log, a change management system, and a configuration management system. When a change request is received, the project manager should use these tools to record, track, and approve or reject the change request. In addition, the project manager should also update the project documents and plans that are affected by the change request. One of the project documents that may need to be updated is the product backlog, which is a prioritized list of features and requirements that the project team delivers in sprints. The product backlog is a dynamic document that can change as the project progresses and new information is discovered. Therefore, the project manager should facilitate the update of the product backlog to reflect the change request and ensure that the project team and the project sponsor are on the same page regarding the project scope and deliverables. References: PMBOK Guide, 6th edition, pages 115-116,
123-124, 541-542.

After identifying the main stakeholders, the next step for a project manager is to analyze them. This involves understanding their levels of interest, influence, and potential impact on the project. Stakeholder analysis is crucial to develop strategies for engaging stakeholders and planning communication throughout the project lifecycle. It helps in categorizing stakeholders and determining how best to involve them in the project.
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition and The Standard for Project Management. Project Management Institute.
Project Management Institute. (2021). PMI's Professional in Business Analysis (PMI-PBA) Examination Content Outline.

The project manager should invite the stakeholder to the regular "show and tell" sessions, also known as sprint reviews or demonstrations, where the team showcases the features that have been completed in the current iteration. This way, the stakeholder can be aware of the project progress, provide feedback, and validate the value and quality of the features. This can improve the communication and collaboration between the team and the stakeholder, and reduce the risk of deploying the wrong features. Assessing the stakeholder's needs and communication style and proposing a tailored approach may not be enough, as it does not address the issue of missing critical information about the features. Conducting stakeholder remapping and evaluating stakeholders by their level of influence and interest may not be necessary or effective, as it does not involve the stakeholder in the project delivery. Including the stakeholder on regular project communications may not be sufficient, as it does not provide the opportunity for the stakeholder to see and interact with the features. References:
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 13:
Stakeholder Engagement, Section 13.3: Manage Stakeholder Engagement, Section 13.4: Monitor Stakeholder Engagement Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.3: Implementing Agile: Delivering in an Agile Environment Professional in Business Analysis (PMI-PBA) Handbook, Section 2.3: Domains and Tasks, Domain 4:
Analysis, Task 9: Validate Requirements
Professional in Business Analysis (PMI-PBA) Examination Content Outline, Domain 4: Analysis, Task 9:
Validate Requirements