A project manager was recently assigned to a banking IT project. The project team has been developing products using a predictive approach for more than 10 years, but management wants the team to change to an agile approach. The project manager met with the team to introduce the agile approach. Most of the team members complained about changing approaches because the performance of this team has always been above average among the IT teams in the bank.Which two actions should the project manager take? (Choose 2)

While communicating with management about the team's resistance is important, it does not directly facilitate the team's transition to the agile approach. Instead of seeking formal directives, the project manager should focus on engaging the team to foster ownership and understanding of the new methodology.

This option may help to gain insights into specific concerns, but it lacks a collaborative element. Simply persuading team members does not address the broader need for team-wide understanding and buy-in, which are crucial for successful implementation of agile practices.

While identifying the product backlog and creating a kanban board are useful agile practices, this action assumes the team is ready to implement agile without sufficient foundational training or understanding. This could lead to confusion and resistance rather than a smooth transition.