A self-organizing team consistently delivers value but reports high stress from overcommitment during a retrospective. What should the project manager do?

The project manager's role in an agile environment is to serve the team and remove impediments. High stress from overcommitment indicates a need to improve planning and commitment setting. By supporting the team during planning, the project manager helps them realistically assess their capacity and commit to a sustainable workload, directly addressing the root cause of the stress. Requesting additional resources might be a temporary fix but doesn't solve the underlying planning issue. Staggered leave is a reactive measure for burnout, not a proactive solution for overcommitment. Stress-relief sessions are beneficial but don't resolve the problem of unrealistic commitments.