A medium-sized company attempted a costly new product launch and found it unaffordable. What should the project manager do for future new-product efforts?

The company's experience suggests a need to manage investment risk and validate product viability early. Training the team to identify a Minimum Viable Product (MVP) directly addresses this by focusing on delivering core customer value with minimal resources, allowing for early feedback and adaptation before significant investment. This prevents costly failures by ensuring the product meets market needs. Using Kanban boards (A) improves visibility and workflow but doesn't inherently reduce the risk of an unaffordable product. Increasing contingency reserves (C) addresses financial risk but doesn't prevent building the wrong product. Adopting a platform-based approach (D) can improve efficiency and scalability but doesn't guarantee market acceptance or affordability of a new product.