The steering committee for a municipal affordable-housing lottery portal wants monthly slide decks of features shipped and hours billed. How should the Product Owner use Evidence-Based Management to change that conversation?
Select an answer to reveal the explanation.
Short Explanation
Feature lists and timesheets tell the committee how busy people were, not whether families can actually complete a lottery. Evidence-Based Management is the language for that shift: value and the capabilities that create it. Move the slides from output theater to Current Value, Unrealized Value, Time-to-Market, and Ability to Innovate.
Full Explanation
Steering conversations that count features and hours optimize for output, not for resident outcomes. Evidence-Based Management gives Product Owners a shared vocabulary—the four Key Value Areas—to discuss whether the product currently delivers value, where unmet demand sits, how long ideas take to reach residents, and whether the organization can still innovate. The Product Owner should recast committee time around those capabilities and the constraints on the Product Goal. Hours billed, phase gates, and scope baselines reinstall a project-reporting model EBM is meant to replace.