Two city departments each demand their unrelated must-have in the same Sprint for a shared municipal product. What should the Product Owner do?
Select an answer to reveal the explanation.
Short Explanation
Two must-haves in one Sprint is two parades on the same street. Show both departments what splitting does to the forecast, then sequence for value. A tie so nobody is mad is how both features show up late and half-Done.
Full Explanation
Split focus across unrelated must-haves lengthens cycle time and weakens release forecasts. The Product Owner is accountable for ordering the Product Backlog and should make the forecast impact of splitting transparent, then sequence for value. Multiple Sprint Goals, half-teams, and handing the decision to the Scrum Master all dodge that accountability. Sequencing is how both departments eventually receive Done Increments with a believable outlook.