Once the affinity mapping exercise was complete, Imran looked at the totality of work. His team was responsible for multiple application modules: health information, finance, housekeeping, and human resources. Tracking all the user stories under a single project did not seem feasible, nor would it enable Imran to assess the performance of his team. Imran decided to use epics to represent each module for which his team was responsible. When he completed organizing the user stories into epics, Imran noticed some discrepancies with work distribution. He only had one resource assigned to the health information module, but the volume of work expected to be completed during the same period was more than that for Imran's other modules. Additionally, health information had a high number of medium to large stories. Imran questioned his vendor product owner. The product owner assured him that the work had been performed in previous projects at other organizations with the same work complement. Without his own empirical data, Imran decided to trust his product owner's input, but flagged it as a risk to his project sponsor. Once his team had completed a sprint, Imran would have more data to determine whether the resource risk was in fact an issue and would require corrective action. Why was Imran unable to confirm there was a resource risk with one of his modules? Explain your