A senior vice president requested the creation of more agile teams to run projects of varying lengths and complexities in parallel with each other. This will impact the amount of time the project managers will be able to dedicate to each project. The project managers typically dedicate 50% of their time to projects regardless of their complexity. What should the project manager do as a servant leader to help achieve this transformation?

While hiring additional project managers might seem like a solution to manage increased workload, it does not address the core need for agility and team empowerment. Moreover, this option could lead to delays in project execution due to the time required for recruitment and onboarding.

Creating a risk entry is a valid step; however, focusing solely on capacity issues does not empower the team or enhance their ability to work independently. This option leans more towards managing risks than fostering a culture of agility and self-management.

While reviewing OPAs can provide valuable insights, this option again centers on risk management rather than actively empowering the team. It may not lead to immediate or effective solutions that promote independence and adaptability within the team.