After going Agile, the public-health department added standups, reviews, and extra steering meetings but left inspection, lab-results, and clinic-booking work in the same siloed structure. What should the Product Owner push for?
Select an answer to reveal the explanation.
Short Explanation
Adding meetings on top of the old clinic-booking silos is like putting a starting gun on a traffic jam. The calendar looks Agile; the work still crawls through handoffs. Push the org to change structure so a team can actually deliver health value, not just talk about it more often.
Full Explanation
Agile product delivery requires organizational design that lets a Scrum Team inspect and adapt a Done Increment. After going Agile, a public-health department that added standups, reviews, and extra steering meetings but left inspection, lab-results, and clinic-booking work in the same siloed structure has ceremony theater without improved empiricism or citizen outcomes. The Product Owner should push for structural change that enables cross-functional delivery, not more meetings layered on the old organization. Meeting volume is not evidence that the organization has evolved.
Adding more status meetings until every silo reports daily fails by amplifying theater. Replacing Sprint Reviews with a monthly steering slide deck fails by removing Increment inspection. Keeping the silos and counting new meetings as proof of agility fails by mistaking calendar changes for design change.
Exam caveat: Agility requires structural enablement for Done Increments, not ceremony layered on silos. Operational check: Propose a cross-functional clinic-booking team that can finish a vertical slice, and measure whether handoff count and cycle time fall after structure changes—not after more meetings are added.