The city's building-permit portal is a stated strategic Product Goal but runs with a chronically understaffed Scrum Team, and leadership wants those same people to launch a new 311 chatbot product. What should the Product Owner do?
Select an answer to reveal the explanation.
Short Explanation
Opening a second restaurant with the same three cooks does not create two restaurants. It creates two hungry lines. If permits are the city's strategic meal, do not starve that kitchen to plate a chatbot appetizer.
Full Explanation
Portfolio practice is to finish and staff strategic products before multiplying work-in-progress with new starts. When the building-permit portal is a stated strategic Product Goal but runs with a chronically understaffed Scrum Team, and leadership wants those same people to launch a 311 chatbot, the Product Owner should resist starting the new product until the permit portal has capacity consistent with its strategic priority. Time-slicing an already-thin team rarely produces two healthy products and lowers Current Value on a stated strategy. Pausing a strategic portal for a visible win, or stuffing chatbot work onto the permit backlog, hides the capacity conflict.
Starting the chatbot immediately and time-slicing fifty-fifty fails by creating two starved products. Pausing the permit portal for a quarter so the chatbot can be a visible win fails by abandoning stated strategy for optics. Adding chatbot items as the top of the permit Product Backlog fails by avoiding an honest new-product capacity discussion.
Exam caveat: Do not start a new product on a team already insufficient for a strategic one. Operational check: Show leadership permit-portal staffing versus strategic priority, decline chatbot start until permits are adequately staffed, or request new capacity—not a fifty-fifty split of the same three people.