Plan for small releasable increments by organizing requirements into minimally marketable features/minimally viable products in order to allow for the early recognition and delivery of value.
Implement options for virtual team member engagement
Prepare a list of the key artifacts/resources that will be used to compile a risk management plan
Identify and capture synergies and efficiencies identified throughout the program life cycle in order to update and communicate the benefits realization plan to stakeholders, including sponsors.
Utilize nuanced communication methods to engage multiple parties on a deeper level
Demonstrate an understanding of business analysis (BA) roles and responsibilities.
Continually evaluate effectiveness of virtual team member engagement
Limit increment size and increase review frequency with appropriate stakeholders in order to identify and respond to risks early on and at minimal cost.
Develop a sustainment plan that identifies the processes, measures, metrics, and tools necessary for management of benefits beyond the completion of the program in order to ensure the continued realization of intended benefits.
Outline the list of key risk management activities (e.g., who, what, when, where, how)
Prevent the effects of poor communication in capital projects from a completion and financial prospective
Distinguish between stakeholder roles (e.g., process owner, process manager, product manager, product owner, etc.).
Solicit customer and user feedback by reviewing increments often in order to confirm and enhance business value.
Explain how the Risk Breakdown Structure (RBS) can be used to support the risk management plan
Monitor the metrics (for example, by forecasting, analyzing variances, developing “what if” scenarios and simulations, and utilizing causal analysis) in order to take corrective actions in the program and maintain and/or potentially improve benefits realization.