A sponsor says a key stakeholder complains that reported metrics differ, making the project look out of control. The project manager has followed the communications management plan, but the stakeholder rarely attends status meetings. What should the project manager do first?

The project manager's primary responsibility is to ensure effective communication. Even if the current plan was followed, the stakeholder's complaint indicates a communication gap. Evaluating communication needs helps identify why the stakeholder isn't receiving or understanding the information, and then the plan can be adjusted to address these specific issues (e.g., different format, frequency, or channel). Using contingency reserves for fast-tracking is a schedule management action, not a communication solution, and doesn't address the root cause of the stakeholder's concern. Reviewing the RBS to replace a stakeholder is an extreme measure that escalates conflict and avoids addressing the communication problem. Providing evidence to the sponsor without addressing the stakeholder's perception directly doesn't resolve the underlying issue and could further alienate the stakeholder.