Business analysts in the building-permits bureau sit outside the Scrum Team writing specification packets, then throw them over the wall to Developers who never meet applicants. What should the Product Owner do?
Select an answer to reveal the explanation.
Short Explanation
Specs thrown over a wall go stale before the first permit screen is built. Discovery belongs in the same team that will ship, like a chef tasting the soup instead of reading a memo about it. Pull analysis into the Scrum Team so permit learning is not a handoff.
Full Explanation
When business analysts in the building-permits bureau sit outside the Scrum Team writing specification packets, then throw them over the wall to Developers who never meet applicants, discovery is separated from delivery and empiricism suffers. Specification packets recreate a phase-gate model and keep Developers away from applicants whose outcomes define permit value. The Product Owner should integrate discovery and analysis capacity into the Scrum Team so learning stays with the people delivering permit value. A separate analysis Sprint or a complete-up-front packet is the old structure with new labels.
Keeping analysis outside so Developers stay fully utilized on coding only fails by optimizing local utilization over learning. Requiring a complete specification packet before Sprint Planning fails by restoring big design up front. Creating a separate analysis Sprint before any build Sprint fails by reinventing waterfall phases.
Exam caveat: Discovery and analysis belong with the delivering Scrum Team, not in an over-the-wall bureau. Operational check: Move at least one analyst into the permits Scrum Team, have Developers join applicant interviews, and stop gating Sprint Planning on complete specification packets.