According to the Project Management Professional (PMP) Reference Materials, two actions that a project manager should consider while launching a new virtual team are:

Evaluate the project manager’s own strengths and weaknesses as a virtual team leader to identify avoidable pitfalls. This can help the project manager to develop the necessary skills and competencies to effectively lead, guide, and nurture a virtual team, such as communication, collaboration, motivation, trust, and cultural awareness12. The project manager can also seek feedback, coaching, or mentoring from other experienced virtual team leaders to improve their performance and avoid common mistakes3.

Establish in the beginning, how progress will be monitored and the best means for communicating progress. This can help the project manager to set clear expectations, goals, and standards for the virtual team, and to ensure that the team members are aligned, accountable, and informed throughout the project4 . The project manager can also use various communication and collaboration tools, such as video conferencing, chat, email, project management software, and online dashboards, to facilitate regular and effective communication and reporting among the virtual team members and stakeholders .

The other options, A, C, and E, are not actions that a project manager should consider while launching a new virtual team, but rather actions that a project manager should consider while planning or executing a project with a virtual team. Recruiting the best resources within the organization to be part of the virtual team is a human resource planning activity that involves identifying and acquiring the project team members. Identifying the types and quantities of resources required for each work package or activity is a resource management activity that involves estimating and allocating the resources needed to complete the project work. Verifying if team members are on more than one team and cannot devote enough time to this team is a performance management activity that involves monitoring and controlling the team members’ availability, workload, and productivity. References: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.4.2.2, "Team Development Stages". 2: Agile Practice Guide, Chapter 2.2, "Agile Principles". 3: Best practices for managing and developing virtual project teams, Section "Preparing for success — the project manager’s role". 4: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.4.3.1, "Team Performance Assessment". : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 10.2.2.1, "Communication Requirements Analysis". : 10 Tips to Manage Virtual Project Teams - Ganttic, Section "Communication tools". : Project and resource planning tools - Ganttic, Section "Project and resource planning tools". : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.1.3.1, "Project Team". : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.2.3.1, "Resource Requirements". : A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 9.6.3.1, "Work Performance Data".