An agile team is newly formed and is struggling: it repeatedly misses iteration commitments and has member conflicts. What should the project manager do next?

The project manager's role in an agile environment is often that of a servant leader and coach. When a new team struggles with commitments and conflicts, direct coaching (both individually and as a group) is the most effective and proactive approach. This allows the project manager to help the team develop self-organization, improve communication, and resolve issues internally, fostering a healthy team dynamic. Bringing issues up in a retrospective is good, but it's a reactive measure; coaching should happen continuously. Telling management about missed commitments is an escalation that doesn't address the root cause and can undermine team autonomy. Asking management to intervene is also an escalation that bypasses the project manager's responsibility to coach and empower the team.