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According to the PMBOK Guide, the project manager is responsible for developing the project schedule and estimating the activity durations. One of the tools and techniques for estimating activity durations is decomposition, which involves subdividing the project work packages into smaller, more manageable components called activities. By breaking down the project into smaller tasks, the project manager can better understand the scope, complexity, and dependencies of the work, and apply more accurate and reliable estimation methods. This will also help the project manager to identify and manage the risks and uncertainties associated with the project schedule. Therefore, the project manager should break down the project into smaller tasks and estimate the durations of the activities as the next step. References: PMBOK Guide, 6th edition, pages 191-192, 201-202.

According to the PMBOK Guide, an agile approach is suitable for projects that have a high degree of uncertainty and change, as it allows for frequent feedback, adaptation, and value delivery. An agile approach also enables the project team to demonstrate the benefits of the product to the sponsor and stakeholders through working increments or prototypes. Developing requirements and designs to support a faster product release may not address the uncertainty and change aspects of the project, and may compromise quality or scope. Emphasizing the adoption of a predictive approach may not be feasible or effective for a project that has a high degree of uncertainty and change, as it requires a detailed upfront planning and a rigid control of changes. Outsourcing development of the product to a third party may not be the best option for the project sponsor, who wants to see the benefits of the product demonstrated, and may introduce additional risks and challenges for the project management. References: PMBOK Guide, 7th Edition, Section 2.1.2, Agile Approach; Section 2.1.3, Hybrid Approach.

A communications management plan is a document that defines how important information will be communicated to stakeholders throughout the project12. It should include the purpose, methods, frequency, and roles of communication, as well as any contractual obligations that may affect the communication process12.

By ensuring that the communications management plan covers contractual obligations, the project manager can avoid any confusion or conflict between the subcontractors and the client, as well as establish clear expectations and boundaries for communication. This can help improve the quality and efficiency of communication, as well as the overall success of the project12.

1: How to Create a Project Management Communication Plan 2: How to create a project management communication plan - Lucidchart

 The project manager should reinforce the value of documenting and approving all change requests and ask the customer to issue these through the agreed channels. This is because change requests are formal proposals to modify any aspect of the project and should follow the change management plan, which defines how changes will be monitored, controlled, and approved. The project manager should also communicate with the project team member and remind them of the change management process and their roles and responsibilities. This will help prevent unauthorized changes that could impact the project scope, schedule, cost, quality, or risk. The project manager should also update the issue log and the lessons learned register to document the incident and the actions taken. References: (Professional in Business Analysis Reference Materials source and documents)

• PMBOK® Guide, 6th edition, Section 4.6.1, “Perform Integrated Change Control: Inputs”
• PMBOK® Guide, 6th edition, Section 4.6.3.1, “Perform Integrated Change Control: Outputs - Change Requests”
• PMBOK® Guide, 6th edition, Section 4.6.3.2, “Perform Integrated Change Control: Outputs - Project Management Plan Updates”
• PMBOK® Guide, 6th edition, Section 4.6.3.3, “Perform Integrated Change Control: Outputs - Project Documents Updates”
• PMI-PBA® Guide, 1st edition, Section 6.3.1, “Trace Requirements: Inputs”
• PMI-PBA® Guide, 1st edition, Section 6.3.2, “Trace Requirements: Tools and Techniques”
• PMI-PBA® Guide, 1st edition, Section 6.3.3, “Trace Requirements: Outputs”