The project manager should assess the influence and power of the employee to determine if they will add value to the project. This involves considering the employee's experience, skills, and the relevance of their recommendation to the project's objectives. The project charter, which has been recently approved, provides the project manager with the authority to make such assessments and decisions. It is important to align the employee's capabilities and the project's needs to ensure that their involvement will contribute positively to the project's success.
Project Management Institute. (2023). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition.
Project Management Institute. (2023). Project Management Professional (PMP) Certification Handbook.

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The project manager's primary responsibility during team conflict is to engage directly with the team to facilitate resolution and restore team performance. This includes using interpersonal and leadership skills such as active listening, emotional intelligence, and coaching. When there's confusion about change requirements, the project manager should first clarify with the team before escalating or deferring.
The PMBOK Guide - Seventh Edition emphasizes that project managers should foster open communication, resolve conflict early, and clarify ambiguity through engagement.
Option A undermines collaboration and may create resentment.
Option C (HR) is inappropriate for technical disagreements.
Option D escalates too early before using team-level conflict resolution.
References:
PMBOK Guide - Seventh Edition, Section 3.1: Leadership and Communication PMI Talent Triangle: Power Skills - Conflict Management

In an agile environment, the product owner is the key stakeholder who represents the customer's interests and has the authority to prioritize work for the team. If a customer is frequently changing priorities, it can disrupt the team's workflow and progress. Therefore, the project manager should ask the customer to discuss these changes with the product owner. This way, the product owner can assess the impact of these changes on the project's goals and the team's workload, and then appropriately adjust the priorities. References:
https://onlinepmcourses.com/impediments-obstacles-and-blockers-how-to-address-and-remove-them/
https://www.scrum.org/resources/blog/scrum-master-impediment-remover

When faced with a situation where not all requirements can be delivered within the available resources, the project manager should gather all stakeholders and provide recommendations on a smaller, more feasible project scope. This approach ensures that the most critical requirements that add the most business value are prioritized. It also allows for a clear communication of what can be achieved within the constraints of the project, thus setting realistic expectations among all stakeholders. References: Project Management Professional (PMP)Examination Content Outline, June 2015, PMI; A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition, Project Management Institute, Inc., 2017.

The project manager should first revisit the project charter and assess if the project goals and objectives can be met with other alternatives. This could include re-evaluating the project requirements, researching other suppliers and/or re-designing the project in order to reduce the cost. If all other alternatives are exhausted, then the project manager should seek approval from the project sponsor or the CEO to proceed with the purchase order.