Your organization is transitioning a traditional portfolio to hybrid delivery. You're managing a pilot project where a newly formed team combines waterfall veterans and agile practitioners. Three months in, the team has self-organized into methodology silos rather than integrating. The waterfall veterans have created extensive documentation and wait for complete requirements, while agile practitioners start building with minimal planning. Neither group attends the other's ceremonies, and integration points are being missed. The project is falling behind schedule, and the sponsor is questioning whether hybrid approaches work. What is the BEST strategy to transform this group into a cohesive team?

Question

Accepted Answer

The correct answer is A. Option A is correct because it uses team design principles to create structural interdependence that drives collaboration around shared value delivery rather than methodology allegiance (ECO People Task 1.4). By organizing around features rather than methodologies, team members must integrate their approaches to succeed, building a genuine hybrid mindset through necessity and shared success. This addresses the root cause: team structure that enables siloing. Option C is the main distractor but wrong because it accepts dysfunction as 'valid self-organization' when true self-organization serves project outcomes, not methodology comfort zones. Optimizing separate workflows institutionalizes the silos and guarantees continued integration failures. Options B and D apply training and pairing but don't address the structural problem enabling the silos.

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