A project manager has been assigned to take over an existing software project. The project manager inherited a lean team comprised of key stakeholders, subject matter experts (SMEs), and senior developers. While reviewing the project status with the team, the project manager observes that the team seems to lack direction and enthusiasm. What should the new project manager do?

While ensuring task completion is important, simply enforcing task performance without addressing team morale or direction may exacerbate feelings of disengagement. This approach overlooks the need for team cohesion and does not foster a collaborative working environment, which is crucial for a successful project.

Although team-building sessions can be beneficial, they do not directly address the root cause of the team's lack of direction and enthusiasm. Updating the risk register is also necessary, but without involving the team in decision-making, these actions may not lead to sustained improvements in motivation and engagement.

Meeting with the project sponsor to propose corrective actions may help in the short term; however, it does not empower the team or encourage their involvement in the project. This top-down approach can further alienate team members, leading to a lack of initiative and ownership over their work.