A council slide for the water-quality product mixes the Product Vision, a twelve-month roadmap, and this Sprint's tasks on one page. What should the Product Owner do?
Select an answer to reveal the explanation.
Short Explanation
Mixing vision, roadmap, and today's tickets is like putting the mountain, the trail map, and the grocery list on one sticky note. Nobody can tell which is the destination. Pull the vision up where it can be seen.
Full Explanation
Long-lived Product Vision should not be buried under a twelve-month roadmap and this Sprint's tasks on one council slide for a water-quality product. The Product Owner should separate the destination from near-term plan detail so executives can still see where the product is going. Keeping the mixed slide because executives prefer one artifact that has everything trades clarity for compression and invites treating tasks as vision. Dropping the vision to present only Sprint tasks loses directional accountability. Converting every vision phrase into a task forces short-termism and destroys the horizon distinction. Exam caveat: different planning horizons need distinct representations even when briefing busy officials. Operational check: present vision alone first, then a near-term forecast or roadmap themes, then current Sprint focus—three layers, not one mashed page—and confirm council can restate the destination without reading task rows. Separating water-quality vision from roadmap themes and Sprint tasks keeps council briefings honest about horizons. If executives demand one slide, still label the three layers distinctly so tasks cannot be mistaken for destination. Coach council staff to ask for the destination first in water-quality briefings; if a single slide is mandatory, use labeled sections for vision, near-term themes, and Sprint focus so horizons stay distinct.