The scenario describes a gap between the assumed value of features and their actual value, as evidenced by usage data. A Product Owner's response should be guided by empiricism—inspecting the outcome and adapting. All four actions are valid empirical methods to further evaluate the situation. Talking to users (A) and examining the problem-solution fit (D) provide crucial qualitative insights into the "why" behind the data. Running experiments (C) is a core tenet of modern product management to test hypotheses. Disabling features to listen for feedback (B) is a specific, powerful experiment to validate the low-value assumption. These actions help the Product Owner gather evidence to make informed decisions about the product's future.

All the provided options are correct as they represent valid, empirical approaches a Product Owner can take to investigate user behavior and product value.

1. Scrum.org. (2020). The Evidence-Based Management Guide.

Reference: Page 4

"Conducting Experiments to Improve Value."

Quote/Concept: "Once an organization has a way to measure value

it can conduct experiments to improve it. The results of these experiments

in turn

provide new evidence." This directly supports options B and C. The guide's focus on understanding customer outcomes also supports A and D.

2. McGreal

D.

& Jocham

R. (2018). The Professional Product Owner: Leveraging Scrum as a Competitive Advantage. Addison-Wesley Professional.

Reference: Chapter 5

"Value

" specifically the section on "Validating Value" (pp. 61-63).

Concept: This chapter emphasizes moving from measuring output to outcomes. It advocates for hypothesis-driven development

A/B testing

and gathering direct user feedback to understand what is truly valuable

which aligns with all four options.

3. Schwaber

K.

& Sutherland

J. (2020). The Scrum Guide. Scrum.org.

Reference: Page 3

"Scrum Theory."

Quote/Concept: "Scrum is founded on empiricism... Empiricism asserts that knowledge comes from experience and making decisions based on what is observed." The scenario is an observation

and all the proposed actions are ways to gain more experience and knowledge before making a decision.

4. Blank

S. (2013). Why the lean start-up changes everything. Harvard Business Review

91(5)

63-72.

Reference: The core concept of the "build-measure-learn" feedback loop.

Concept: The team has "built" a feature and "measured" its low usage. The options (A

B

C

D) all represent the "learn" phase

which is critical for deciding what to build or adapt next. This is a foundational concept in modern product management taught in university business programs.