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 17 options: Negotiate contract clauses with penalties for missing agreed upon milestones. Work with locally sourced sellers on projects. Increase the seller selection criteria weighting for staff skill level as part of the RFP. Request the resumes of all staff as part of the RFP