Mid-year evidence shows a new bus-priority corridor is cutting commute times far more than a frozen bike-share kiosk project, but fixed project budgets block moving people to the hotter opportunity. What should the Product Owner argue for?
Select an answer to reveal the explanation.
Short Explanation
Imagine two food trucks: one has a line around the block and one is empty, but the empty truck already bought the meat so it has to keep cooking. That is a sunk-cost trap. City portfolios should move cooks to where riders are actually getting home faster.
Full Explanation
Agile portfolios treat capacity as something to reallocate when evidence changes, not as a locked project envelope that must be spent. Sunk cost is not a reason to keep staffing a weaker transit bet, and equal splits or waiting for next year's capital plan delay value already showing up in commute-time data. Flexible funding lets leadership inspect outcomes and adapt mid-year without pretending the original project list was a forecast of the future.