A project manager has been assigned as the servant leader for an ongoing project that historically has presented unexpected problems. The main stakeholder is hesitant to continue with the rest of the sprints even though there are no open issues or indications of risks at this stage. What should the project manager do to address this problem? Increase the contingency reserves to cover unknown-unknowns. Increase the management reserves to convert the known-unknowns. Create a new risk entry to identify the stakeholder as a detractor. Implement short cycles for inspection and provide feedback