1. A project manager has noticed that a critical team member is consistently arguing with a client. This has started to have a negative effect on the meetings.
How should the project manager address this?

2. A project manager is managing a project which has a very complex and long execution period Although the project is mostly predictive, the team was able to break the design and execution into smaller packages using a hybrid framework. The business wants to keep track of the value delivered by this framework application but there is no defined set of measurable items for the framework.
What should the project manager do first?

3. Organizational downsizing has resulted in the key subject matter expert (SME) resource leaving a multiyear project. What should the project manager do?

4. A team has different ideas on how to address a feature of a product under construction and; although the sprint began two days ago, they have still not reached a consensus. What should the project manager do?

5. An external project manager is managing the construction of new corporate offices for a large company. The project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component. The client has rejected hiring the external resource because of the high cost even though it is within the project budget. What should the project manager do to resolve this issue?