An organization is adopting an agile mindset. On the first agile project, the project manager faced an issue because the team was unable to make decisions on time.
What should the project manager do to address the problem?

The portfolio management office wants to cut costs by suspending some ongoing projects that do not directly support the organizational strategy. The project manager has invested too many resources into one of the projects to be suspended, but the portfolio management office has not backed down on their plan.
What should the project manager do to continue the project?

A company is transitioning from a predictive to an agile approach. During the last two sprint reviews, the product owner complained about the development team, indicating that the increments do not meet the acceptance criteria defined in the user stories. The development team complained about the product owner, who is defining sprint backlog items, because the backlog items cannot be delivered during the 2-week sprints agreed to at the beginning of the project.
How should the project manager resolve this situation in their new role as servant leader?

Having managed a similar project while working with previous stakeholders, a project team decided to use the same report format they used in the earlier project.
However, stakeholders new to the project are not fully comprehending the status of the project based on the reports that are being circulated.
How should the project manager address this concern moving forward?

A project manager has been assigned to manage multiple agile project teams. The project manager wants to empower the teams and make them self-organizing.
What should the project manager do to create a positive environment?