During execution of a new finance system rollout, several issues have emerged that are slowing the project. A new project sponsor recently joined but has not met the project manager. The issues are significantly impacting delivery. How should the project manager alert the new sponsor?

The project manager needs to proactively communicate critical issues to the new sponsor. Sending an email summarizing the status and requesting an immediate face-to-face meeting is the most effective approach. This provides a concise overview for the sponsor and emphasizes the urgency and importance of a direct discussion, allowing for immediate engagement and problem-solving. Simply inviting the sponsor to meetings without prior context is passive and might not convey the severity. Continuously emailing status reports without a direct call to action is also passive and delays critical intervention. Sending only a risk analysis may be too technical or overwhelming without a personal briefing, and it still lacks the direct request for immediate engagement needed to address significant delivery impacts.