The mayor's office wants a splashy launch day for a public-health vaccination dashboard. Evidence from a quiet pilot says the data model is still wrong and a big-bang go-live would mislead residents. What should the Product Owner do?
Select an answer to reveal the explanation.
Short Explanation
A ribbon-cutting is not a data model. If the vaccine dashboard would still lie to residents, do not blow the plaza speakers. Let comms tell a true progress story while the product keeps iterating—politics can have a headline without a big-bang dump.
Full Explanation
Communications milestones must not force unsafe big-bang delivery. When the mayor’s office wants a splashy launch day for a public-health vaccination dashboard while a quiet pilot shows the data model is still wrong, the Product Owner should negotiate a communications plan that can announce progress without misleading residents with a premature go-live. Forcing a full-scope launch date so Communications can book the plaza subordinates empiricism and resident trust to a calendar. Cancelling all communication until the dashboard is scientifically perfect is an unnecessary extreme that can starve political support for learning. Letting Communications own Product Backlog order for the launch Sprint misplaces accountability for value and quality. Exam caveat: public announcements can celebrate learning and interim transparency; they must not redefine Done or invent a releasable Increment that misstates immunization data. Operational check: agree on messaging that matches validated pilot evidence, keep data-model fixes ordered on the Product Backlog, refuse plaza-driven big-bang dates, and inspect resident comprehension and data accuracy after the next honest Increment. Preserve a single ordered Product Backlog so municipal stakeholders can inspect opportunity cost without shadow lists or vanity launch calendars.