A hybrid team is upgrading software while also supporting the existing product. For the last three sprints project work was halted to handle major support items. Testers are strained by the constant changes and have had emotional outbursts. How should the project manager proceed?

The project manager should schedule a session with the team to discuss the issues and collaboratively define a plan. This approach aligns with agile principles of self-organizing teams and continuous improvement. By involving the team, the project manager empowers them to find solutions, fostering ownership and improving morale. The team is directly experiencing the problems and is best positioned to identify effective strategies for balancing new development with support, such as dedicated support sprints, defining clear capacity allocations, or improving incident management processes. Meeting with the product owner to unilaterally exclude support items is impractical and ignores the reality of ongoing product maintenance. Requesting replacements for team members is a drastic measure that fails to address the root cause of the problem and can damage team morale and productivity. Enrolling team members in a change management workshop might be a secondary step, but it doesn't directly solve the immediate operational challenges or involve the team in problem-solving.