A municipal transit trip-planner can ship only on a citywide release train every six months, and Time-to-Market is terrible. What should the Product Owner do?
Select an answer to reveal the explanation.
Short Explanation
A bus that leaves twice a year is not a Time-to-Market strategy — it is a traffic jam with a schedule. Time-to-Market is how long an idea sits before riders actually get value. The Product Owner's job is to run experiments that shrink that wait, not to hide the number or freeze the backlog until the next parade.
Full Explanation
Time-to-Market measures how quickly the organization can turn an idea into value in use. A six-month citywide release train is a structural delay, not an Evidence-Based Management success. The Product Owner should make T2M transparent and design experiments — smaller releases, fewer handoffs, earlier production use — that reduce that delay. Hiding the measure, adopting a scaled-train ritual, or freezing the Product Backlog to protect utilization does not improve idea-to-value speed.