The project manager should gather relevant cultural data and engage members in discussions covering their work ethics because this is the best way to avoid uncertainty in the project due to different cultures. Cultural differences can affect the communication, collaboration, and performance of a virtual team, and may lead to misunderstandings, conflicts, or delays. Therefore, the project manager should collect and analyze information about the cultural backgrounds, preferences, and expectations of the team members, and use this data to design and implement appropriate communication and management strategies. The project manager should also facilitate open and respectful dialogue among the team members, and encourage them to share their work values, norms, and practices. This can help to build trust, rapport, and mutual understanding within the team, and foster a positive and productive work environment. The other options are not the best choices because they do not address the root cause of the problem, which is the lack of cultural awareness and sensitivity. Starting the project and adding any uncertainty that arises to the risk register (option A) may be too reactive and insufficient, as it does not prevent or mitigate the potential issues caused by cultural differences. Dissolving the virtual team and building a colocated team (option B) may be impractical or impossible, as it may depend on the availability, budget, and scope of the project. Building a culturally neutral team that will not be affected by cultural differences (option D) may be unrealistic or undesirable, as it may ignore or suppress the diversity and richness of the team members’ cultures, and may also violate the agile principle of valuing individuals and interactions over processes and tools. References: PMBOK Guide, 6th edition, pages 52, 273, 335, 686-687. PMP Questions page 447. PMP Practice Exam | Free PMP Practice Questions.
