Outsourcing contracts split transit-app work into a vendor interface team and a city backend team that cannot share one Sprint Goal or Definition of Done. What should the Product Owner seek?
Select an answer to reveal the explanation.
Short Explanation
A contract can build a wall faster than any org chart. If the vendor UI shop and the city backend cannot share a Sprint Goal, riders will keep waiting on half-done fare screens. Reshape the contracting model so one Scrum Team can actually finish a transit Increment.
Full Explanation
Commercial boundaries often become team boundaries, even when that design cannot produce a Done Increment of citizen value. Separate vendor and city teams with different goals and Done standards recreate handoffs that empiricism cannot inspect as one product. An advanced Product Owner treats contracting as organizational design and seeks models—capacity, outcomes, or integrated teams—that allow one Scrum Team. Scheduling the wall more carefully does not remove the wall.