I agree with Dean that they left potential on the table. Could have made super studios, but they did not. Could have put in a laundry room in each longhouse, but they did not. Instead, PVB studios average one washing machine per 90 studios. Compare that to BLT and VGF and it is stunning the lack of laundry.
I do think some of PVB decisions were based on thoughts toward the economic cycles. U.S. cycle is in the second half. China fears may not be over. Canada has a significant housing bubble. U.S. exports far more to Canada than China. There is a possibility that Disney expects the next few years to be a downturn.
They also know there will be a ton of park construction for the next several years. The fewer resorts they have in active sales, will be a good thing. Additionally, if the China/Canada bubble burst, they will be happy for lower sales during the preceding months/years.
Of course, if we avoid an economic downturn, the board will not be happy to see lower revenue from any part of the company.
As others have said, only Disney insiders know the risk/reward analysis they have done with PVB to decide what sales should be. If lower sales revenue is expected, one could look at management stock sales. If they have been selling, it is a sign they expect less revenue.