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The project manager should evaluate the impact of this decision on the project scope, schedule, cost, quality, risk, and stakeholder satisfaction. The project manager should also communicate with management about the potential benefits and drawbacks of using a conventional dial-up service instead of a cloud-based system. The project manager should present alternative solutions and recommendations based on the analysis. The other options are not the best actions to take in this situation, as they do not address the root cause of the problem or seek to find a mutually acceptable solution. References: = A Guide to the Project Management Body ofKnowledge (PMBOK® Guide) – Seventh Edition, Chapter 4: Project Performance, Section 4.2: Monitor and Control Project Work, Page 105-106.

According to the Project Management Professional (PMP) Reference Materials, the project manager should request additional resources to be incorporated to the project team when a few key team members recently left the project team, and the remaining members took time to understand the details and found it difficult to make progress, resulting in a serious delay in the project schedule. This is because the project manager needs to ensure that the project has sufficient resources to complete the work within the agreed time, cost, and quality constraints. By requesting additional resources, the project manager can fill the gaps left by the departed team members, and provide the necessary skills, expertise, and experience to the project. The project manager can also use the additional resources to accelerate the work, reduce the learning curve, and mitigate the risks associated with the team turnover. Requesting additional resources can help the project manager to recover from the setback, and deliver the project successfully. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, How To Handle A Key Team Member Leaving At A Critical Project Point.

According to the PMBOK Guide 7th Edition, the communications management plan is a document that describes how the project information will be planned, managed, monitored, and controlled. It includes information such as the communication requirements, methods, channels, frequency, roles, responsibilities, and escalation procedures for each stakeholder group. The communications management plan should be used to help avoid this kind of situation, as it would specify how the team member should communicate with the supplier, what mode and frequency of communication should be used, what information should be exchanged, and what actions should be taken if the communication fails or the response is delayed. The communications management plan would also define the escalation process for reporting andresolving issues that affect the project performance or stakeholder satisfaction. A statement of work, an escalation process, or a stakeholder register are not sufficient documents to help avoid this kind of situation, as they do not provide the comprehensive and detailed guidance on how to communicate effectively and efficiently with the supplier and other stakeholders involved in the server acquisition. References: PMBOK Guide 7th Edition, page 105-106.

This answer is based on the knowledge area of project cost management, which involves planning, estimating, budgeting, managing, and controlling the project costs. Earned value (EV) is a tool that measures the actual work completed and the value of that work, compared to the planned work and the budget. By using EV, the project manager canmonitor the project performance and progress, and identify any variances or deviations from the baseline. The project manager can also use cost triggers and trend analyses to detect and respond to any potential issues or risks that may affect the project cost. References: (Project Management Professional (PMP) Reference Materials source and documents)

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, Chapter 7: Planning and Managing the Budget, Section 7.3: Managing the Budget, page 173.
• The Standard for Project Management, Part 2: Value Delivery System, Section 2.3: Project Monitoring and Controlling, page 53.