Citywide housing wait-list reduction lags by months, leaving the housing-portal Scrum Team without a near-term steer. What should the Product Owner do with measures?
Select an answer to reveal the explanation.
Short Explanation
Citywide wait lists move like a glacier; the team still needs a speedometer for this week's driving. Pair lagging strategy measures with nearer numbers they can actually nudge — complete applications, time-to-decision, drop-off. Throwing out the glacier, or pretending points are housing outcomes, leaves everybody guessing.
Full Explanation
Strategic outcomes are often lagging and only partly controllable by one team. EBM still needs those outcomes at the strategy level, plus complementary measures the team can influence soon enough to inspect and adapt. For a housing portal, that may be completion rate, cycle time, or abandonment, inspected alongside wait-list reduction. Dropping the Strategic Goal, stuffing a lagging city metric into a Sprint Goal, or substituting burn-up removes either ambition or steerability.