A city parks recreation-booking product scores high satisfaction among residents who already get permits, yet waitlists and unserved neighborhoods show large unmet demand. How should the Product Owner balance investment using Evidence-Based Management?
Select an answer to reveal the explanation.
Short Explanation
Happy people already on the ride do not tell you about the line around the block. Current Value says today's bookers like the product; Unrealized Value says a lot of parks access is still sitting on the table. A serious Product Owner funds both keeping the good experience good and opening the gate for neighborhoods that never got in.
Full Explanation
Evidence-Based Management treats Current Value and Unrealized Value as complementary Key Value Areas, not a single score to maximize. Strong satisfaction among people who already obtain permits is CV evidence; waitlists and unserved neighborhoods are UV evidence that potential value remains. Investing only in the satisfied base milks CV while strategic opportunity decays. The Product Owner should split investment between protecting today's experience and experiments aimed at unmet demand, rather than substituting velocity or a capital-project freeze for that balance.