According to the PMBOK Guide, the portfolio management office (PMO) is responsible for ensuring that the projects and programs within the portfolio are aligned with the organizational strategy and objectives. The project manager should demonstrate the project alignment to the organizational strategy by showing how the project delivers value and benefits to the organization and its stakeholders. This may include presenting the project business case, benefits management plan, stakeholder analysis, and other relevant documents that justify the project's existence and contribution. Demonstrating the project alignment to the organizational strategy is the best way to continue the project and avoid suspension by the PMO. Meeting with the project team and revising the project goals (A) may not be effective if the project is already in alignment with the organizational strategy and the PMO is not aware of it. Updating the project charter to make it align with organizational strategy (B) may not be feasible or ethical if the project charter has already been approved and authorized by the project sponsor and other key stakeholders. Escalating the issue with the project sponsor to request support (D) may be a possible action, but not the best one, as it may create conflict or resentment between the project sponsor and the PMO. The project manager should first try to resolve the issue with the PMO directly by demonstrating the project alignment to the organizational strategy. References: PMBOK Guide, 6th edition, pages 33-34, 75-76, 129-130.