Stakeholders for a municipal product want release planning to happen only in the annual budget workshop. What should the Product Owner insist on?
Select an answer to reveal the explanation.
Short Explanation
Annual budget day is a checkpoint, not a crystal ball that lasts twelve months. The Sprint Review is where the city sees the product and the forecast gets a reality check. If evidence shows up in March, wait until next January and you are flying on last year's weather.
Full Explanation
Release outlooks for a municipal product are continuously inspected and adapted; they are not locked once in an annual budget workshop. The Product Owner should insist that the release forecast be inspected and adapted at each Sprint Review as new evidence arrives, using the Increment and Product Backlog as the basis for change. Locking the annual workshop forecast and treating Sprint Reviews as status theater that must not change dates converts Review into political cover and removes empiricism from budgeting. Moving all forecasting to the Daily Scrum so Developers re-plan the year every morning misuses an event meant for progress toward the Sprint Goal, not for recasting citywide release strategy. Skipping Sprint Reviews until the next budget cycle so stakeholders are not confused by changing numbers withholds the very inspection the budget needs to stay honest. Exam caveat: PSPO II treats Sprint Review as the primary stakeholder inspect-and-adapt loop for product and forecast, independent of annual finance rituals. Operational check: bring the current forecast assumptions to every Sprint Review, update them from demonstrated throughput and learning, and carry those updates into the next budget conversation instead of defending last year's workshop slide.