The project manager is based in the company headquarters and is managing a large hybrid software development project with several development teams, some of which are contracted out globally. The Java development of the project is contracted out to a company in another country. The project schedule is starting to slip. The project manager has determined that although there is a great rapport with the head of the Java development team, it is the Java development that is slipping. How should the project manager avoid this issue in the future? Question 3 options: Increase the seller selection criteria weighting for staff skill level as part of the RFP. Work with locally sourced sellers on projects