City executives want the utilities-billing Product Vision to list every department's wish so everyone is represented. What should the Product Owner do?
Select an answer to reveal the explanation.
Short Explanation
A vision that lists every department's wish is a grocery receipt, not a destination. Focus tells the team which hill they are climbing. Extra wishes can live somewhere else until they earn a place in the Product Goal.
Full Explanation
A utilities-billing Product Vision should stay focused on the citizen outcome; secondary departmental wishes belong outside the current Product Goal until evidence elevates them. Merging every wish into the vision so budget sponsors cannot claim exclusion produces an unusable Christmas-tree statement that cannot guide trade-offs. Publishing a vision appendix with one slide per department and treating each as a parallel Product Goal creates many products in name only and destroys focus. Letting the steering committee vote the longest combined vision optimizes political coverage over clarity. Exam caveat: representation of stakeholders is not the same as stuffing every wish into the vision text. Operational check: write one citizen-outcome vision, park departmental wishes on a transparent wishlist or later Product Goal candidates, and show executives how Sprint Reviews will inspect which secondary wishes earn promotion into the ordered backlog. Utilities billing vision focused on citizen outcomes can still hear departmental wishes—on a transparent wishlist—without diluting the north star. Promote secondary wishes into the ordered backlog only when Sprint Review evidence shows they advance the citizen outcome.