According to the PMP Exam Content Outline, one of the tasks of the project manager is to "Manage project team members by negotiating and influencing their assignments, providing feedback, resolving and escalating issues, and managing team development" (Task 9, Domain II: Process). This implies that the project manager should protect the project team from any external interference or distraction that could affect their performance or availability. The project manager should also respect the contractual agreements and scope boundaries of the project, and avoid any unauthorized work or scope creep. Therefore, the project manager should decline the request politely since the issue is unrelated to the project and is not the responsibility of the project team. The project manager should also direct the customer to the appropriate channel or department to handle their request, such as the sales manager or the customer service team. References:
PMP Exam Content Outline, Domain II: Process, Task 9, page 101
PBA Exam Content Outline, Domain III: Analysis, Task 7, page 132
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9: Project Resource Management, Section 9.4: Manage Team, page 3413 Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Life Cycle Management, Section 5.3: Manage Requirements Traceability, page 97

According to the PMBOK Guide, the project manager should select the most appropriate life cycle approach for the project based on various factors, such as the project objectives, scope, complexity, uncertainty, risk, delivery strategy, stakeholder involvement, and team preferences. The project manager should not select a life cycle approach based solely on the team's experience, as this may not suit the project characteristics and requirements. The project manager should not register all requirements into a backlog or split the requirements into two separate projects before determining the best way to manage the project. These actions may be done later, depending on the chosen life cycle approach. References: PMBOK Guide, 7th edition, pages 45-46, 49-50.

The servant leader approach is the most effective for empowering team members and facilitating collaboration. This approach focuses on the growth and well-being of people and the communities to which they belong. The servant leader shares power, puts the needs of others first, and helps people develop and perform as highly as possible. This is in line with the PMBOK guide's principles of project leadership and team management, which emphasize the importance of servant leadership in project management1.
: The PMBOKGuide and the PMP Examination Content Outline discuss the role of the project manager in leading teams and the importance of servant leadership in project management2. The Professional in Business Analysis Reference Materials also highlight the significance of leadership approaches that focus on collaboration and empowerment3.

In the context of project management, when a team member encounters an issue such as a non-working computer, it is essential for the project manager to take a proactive approach to resolve the issue promptly.
This is to ensure that the project work is not delayed and the team member can continue contributing to the project. According to the PMBOK guide, the project manager should facilitate problem-solving and provide support to team members to address and resolve issues that can impact project progress1.
References:
* PMBOKGuide - Seventh Edition1
* PMP Examination Content Outline - June 20192
* Professional in Business Analysis Reference Materials3