In the start-up phase, a 20-person team from five countries cannot hold planned quarterly face-to-face meetings. The project manager worries the team cannot fulfill their roles without face-to-face interaction. What should the project manager do?

The best option is to use virtual teams for meetings and deliverables. In today's global environment, virtual collaboration tools allow teams to work effectively across different locations and time zones, maintaining productivity despite the inability to meet in person. This directly addresses the problem of dispersed team members. Subcontracting the work (using contingency reserves) is an extreme measure that would likely increase costs and reduce team involvement, not the primary solution for a communication challenge. Referring to the risk register is good practice, but it doesn't solve the immediate problem of how the team will function; it's a reactive step. Requesting an extension for deliverables is also a reactive measure that doesn't address the underlying communication and collaboration issue.