A transit department org chart keeps fare-engine, map, and accessibility specialists in separate pools so each specialist stays fully utilized, and the fare-app Product Owner sees multi-Sprint waits to assemble one citizen-facing Increment. What should the Product Owner argue the structure should optimize for?
Select an answer to reveal the explanation.
Short Explanation
Keeping every specialist “busy” is like keeping every airport gate occupied while planes sit on the taxiway. Utilization looks great on a chart and terrible to the rider waiting on a fare-app Increment. Optimize the org for flow of citizen value, not for keeping specialists 100% booked.
Full Explanation
Structures that maximize specialist utilization typically lengthen queues between skills that a single citizen-facing Increment needs. Fare, map, and accessibility work then wait on one another even though every person is “busy.” Advanced Product Ownership argues for organizational design that optimizes value-delivery flow: a cross-functional Scrum Team that can produce a usable Increment. Utilization dashboards are a local optimum that often destroys Time-to-Market and empiricism.