—个项目的规模已经大到由指导委员会取代单一的项目发起人.项目经理应该怎么做来适应这种新发展?

选择了： Recognize that there is a change in stakeholders structure and tailor communications to this group 认识到相关方结构发生了变化，并量身定做与这个团队的沟通

选择了： Recognize that there is a change in stakeholders structure and tailor communications to this group 认识到相关方结构发生了变化，并量身定做与这个团队的沟通

选择了： Recognize that there is a change in stakeholders structure and tailor communications to this group 认识到相关方结构发生了变化，并量身定做与这个团队的沟通

选择了： Share the current status report with the new committee 与新的委员会分享当前的状态报告

选择了： Organize a meeting for the team with the new steering committee and continue to work on the project 为团队组织一次与新的指导委员会一起召开的会议，继续进行项目工作

选择了： Continue to work according to the initial plan while recognizing that the project now includes additional stakeholders. 按照最初的计划继续工作，同时认识到该项目现在包括其他相关方

选择了： Recognize that there is a change in stakeholders structure and tailor communications to this group 认识到相关方结构发生了变化，并量身定做与这个团队的沟通

选择了： Organize a meeting for the team with the new steering committee and continue to work on the project 为团队组织一次与新的指导委员会一起召开的会议，继续进行项目工作

选择了： Recognize that there is a change in stakeholders structure and tailor communications to this group 认识到相关方结构发生了变化，并量身定做与这个团队的沟通

选择了： Recognize that there is a change in stakeholders structure and tailor communications to this group 认识到相关方结构发生了变化，并量身定做与这个团队的沟通