A large parks kiosk-replacement initiative looked green on spend, but experiments showed residents already complete reservations on phones. What should the Product Owner treat as success?
Select an answer to reveal the explanation.
Short Explanation
Finding out the kiosks are a museum piece before two hundred of them go in the ground is a win, not a scarlet letter. Evidence that phones already do the job is the city catching the leak. Celebrate the money that did not get poured into steel boxes.
Full Explanation
Stopping a low-evidence initiative early is portfolio success because it frees capacity for Unrealized Value elsewhere. Completing a disproven kiosk rollout, rebranding to protect capital, or parking leftover budget in velocity buffers all punish learning. Leadership should inspect the evidence, stop, and reallocate — and treat avoided waste as a result worth celebrating.