A senior vice president has requested creating more agile teams to run multiple projects of varying lengths and complexity in parallel. This will reduce the time project managers can dedicate to each project; they normally spend 50% of their time on projects regardless of complexity. As a servant leader, what should the project manager do to support this transformation?

The correct answer is to empower the team to develop the necessary skills to move the project forward independently. As a servant leader, the project manager's role is to remove impediments and foster team self-organization and growth. By empowering the team, the project manager directly addresses the reduced individual attention they can provide, enabling the team to become more self-sufficient and adaptable, which aligns with agile principles. Reviewing OPAs for similar risks or creating a risk entry with a mitigation plan are reactive measures that don't fully embrace the agile transformation's intent of increased team autonomy. Issuing a change request for more project managers contradicts the goal of making existing teams more agile and efficient with potentially fewer dedicated resources per project.