A new CIO advocates an agile framework for new IT projects, but the team has reservations. How should the CIO ensure that the team will be aligned with this?

Question

Options

• AObtain executive team buy-in by conducting a meeting to present the advantages of agile
• BIssue a memo of understanding that agile principles should be implemented for all new projects.
• CIntroduce agile principles and processes, then make the change an experiment to obtain buy-in.
• DRequire all staff and management to attend agile training and adhere to its principles.

• A
  14% (4)
• B
  10% (3)
• C
  72% (21)
• D
  3% (1)

Explanation

Agile adoption succeeds best when it is introduced as a collaborative, evidence-based experiment rather than mandated top-down. Option C is correct because framing the transition as an experiment lowers resistance, invites participation, and allows the team to experience agile's benefits firsthand - building genuine buy-in organically. Option A (executive buy-in meeting) is a good step for leadership alignment but does not address the team's reservations directly. Option B (issuing a memo) is authoritarian and typically produces compliance without real understanding or commitment, undermining agile's spirit. Option D (mandatory training and adherence) may build awareness but mandating adherence without buy-in creates resistance and superficial adoption.

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