Parks leadership wants Evidence-Based Management evidence for a recreation-booking product to be the number of stakeholder meetings held. What should the Product Owner do?

Evidence-Based Management emphasizes evidence of value and of organizational capability, not counts of activities performed. Stakeholder meetings for a recreation-booking product may be useful collaboration, but the number held is not Current Value, Unrealized Value, Time-to-Market, or Ability to Innovate. The Product Owner should replace activity counts with outcome and capability measures that map to goals and Key Value Areas.

Accepting activity counts because they are easy to inspect every Sprint chooses convenience over learning. Doubling the meeting count so Current Value appears to grow is metric gaming. Moving the measures to a Scrum Master coaching dashboard and stopping product reporting parks theater under a different owner instead of producing product evidence. Parks outcomes for residents—successful bookings, shorter waits, faster release of booking value—are the evidence that should replace meeting tallies on the EBM board.

Exam caveat: PSPO II repeatedly contrasts activity metrics with EBM outcome and capability evidence; meeting tallies are a classic distractor.

Operational check: remove meeting count from the parks EBM board and replace it with at least one resident outcome (successful bookings, wait time) and one capability measure (cycle time or A2I capacity).