A project manager has managed four projects for the company and is being considered to join the project management office team. The following is discovered during the evaluation of his performance. The project manager's first project had an ending cost variance of -500, used two critical resources, needed to rework the project charter during project executing and was ranked 14th in priority within the company. The second project finished with a schedule variance of +100. was completed with a vastly compressed schedule, and received a letter of recommendation from the sponsor, but the product of the project was not used. The third project had 23 percent more changes than expected, had an SPI of 0.90, and 25 open items in the issue log when the project was completed. Each of these projects had a cost of $1,000 and 20 to 28 percent more changes than others of its size. The project management office decided to not add this project manager to the team. Which of the following BEST describes why this might have happened? A. The project manager has only managed low-priority projects, and he had to compress the schedule, showing that he does not have the skill to work in the project management office B. Issue logs should not be used on projects of this size, showing that the project manager does not have the knowledge to work in the project management office C. The project manager did not effectively involve the stakeholders, showing that he does not have the knowledge to work in the project management office D. The project manager had two critical resources on his team and still needed to rework the project charter, showing that he does not have the discipline to work in the project management office