You are coaching a newly formed agile team for a financial services project. Three team members have deep expertise in the legacy systems but no agile experience, while two members are experienced agile practitioners but new to the domain. During the first sprint, you notice the legacy experts are reluctant to break work into small increments and prefer to complete entire features before showing anything. The agile practitioners are frustrated by this approach. The team is struggling to complete even simple stories. How should you address this?

Question

Accepted Answer

The correct answer is B. Option B is correct because it creates experiential learning opportunities where team members build shared understanding through collaboration rather than instruction (ECO People Task 1.4: Empower team members and stakeholders). This approach values both the technical expertise and agile experience while building team cohesion and capability simultaneously. Option C is wrong because it creates a hierarchy of knowledge and doesn't allow for bi-directional learning—the agile practitioners also need to learn domain expertise from the legacy experts. True team development happens when all members contribute their strengths and learn from each other. Option A would prevent knowledge transfer and create silos. Option D delays progress and suggests learning happens separate from doing, which contradicts agile learning principles.

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