After a council listening session, the public-health product group is flooded with urgent app ideas and every sponsor wants a team this quarter. How should the Product Owner shape portfolio intake?
Select an answer to reveal the explanation.
Short Explanation
Think of a nightclub with a rope, not a warehouse with an open loading dock. Health-app ideas are cheap; staffed Sprints are not. A funnel that asks for a little more proof at each gate keeps the portfolio from drowning in untested work.
Full Explanation
Portfolio intake should not treat every request as committed work. Evidence gates — problem evidence, then a cheap experiment, then a funded product bet — raise the bar as the cost of capacity rises. Dumping every idea onto one backlog hides opportunity cost; freezing intake until the next budget year ignores real Unrealized Value. Last-speaker ranking substitutes politics for empiricism.