Midway through a project, the sponsor was replaced by a peer who had not been involved earlier. The new sponsor rejected most project artifacts and the current iteration's increment was not approved, leaving stakeholders lacking confidence. What should the project manager have done to prevent this?

The correct answer is to conduct a stakeholder analysis when the sponsor assumed the role. A new sponsor represents a significant change in project leadership and stakeholder landscape. Performing a stakeholder analysis would have helped the project manager understand the new sponsor's expectations, influence, and potential impact on the project, allowing for proactive engagement and alignment. Convening a governance meeting or escalating the matter are reactive measures that address symptoms rather than the root cause of the misalignment. Holding an iteration review with the new sponsor is a good step, but it would have been more effective if preceded by a thorough understanding of their perspective gained through a stakeholder analysis.