Central IT must approve every pipeline and backlog-tool change for the utilities-billing product, creating multi-week waits that stall experiments. What should the Product Owner support?
Select an answer to reveal the explanation.
Short Explanation
When a utilities team needs a hall pass to touch its own tools, experiments die in the hallway. Central admin with no guardrails is a bottleneck dressed up as control. Give the Scrum Team room to move inside sensible rails so billing value can actually flow.
Full Explanation
Centralized tooling administration often becomes a queue that lengthens cycle time and reduces Ability to Innovate. When central IT must approve every pipeline and backlog-tool change for utilities billing, multi-week waits stall experiments that would improve billing value. Guardrails—security standards, approved patterns, auditability—can remain without forcing every change through a multi-week desk. The Product Owner should support empowering the Scrum Team to change tools within clear guardrails so flow and Ability to Innovate are not blocked.
Moving all tool administration to a citywide board that meets monthly fails by centralizing the bottleneck further. Freezing tool changes for a year fails by protecting admin utilization at the expense of product learning. Outsourcing tool admin to a separate vendor team with its own backlog fails by relocating the wait rather than removing it.
Exam caveat: Empower teams inside security guardrails; do not make every tool change a multi-week ticket. Operational check: Agree with central IT on utilities-billing guardrails and self-service rights for pipeline and backlog-tool changes that meet those standards, with audit logging instead of ticket queues.