	1. How can I improve myself?	2. How can we improve my team?	3. How can we improve my organization?
Objectives	Improve worker productivity	Increase the team's throughput, commitment and load	Drive more value in existing pipelines and introduce new value streams
	Improve the repeatability and predictability of the process	Apply more focus on cognitive and complex tasks	Deliver consistent digital experiences involving different technologies
	Deliver outputs of consistent quality and cadence	Reduce the time to complete error-prone, manual, and routine collaborations	Automatically tailor a customer's experience to individual preferences
	Increase process, tool, and technology confidence	Deliver insightful, personalized, and valuable outputs	Forecast and rapidly respond to customer issues and market trends
Goals	Learn the fit of BPA and set the foundations	Improve practices and tools and optimize performance	Scale BPA capabilities throughout the organization

		Business	Technical	End User
Risk	The future probability of unplanned, negative outcomes involving the failure or misuse of business capabilities and technologies.	Business operational costs Regulations and compliance Reputation and brand Business disruptions	System performance sustainability and reliability Business continuity Security Data quality	Morals and ethics Job security Low adoption of automation solution and process change Misuse of new capabilities
Change	The actions to alter components of the organization, such as its culture, underlying technologies or infrastructure, or its internal processes and policies.	Organizational resistance to business operational changes Customer acceptance of product and service changes Hindrance for growth and expansion	Ease of maintainability Horizontal and vertical scalability of the system Compatibility with existing solution, architecture, and industry standards	Skills and competency development Shifts in corporate culture Job description change

	1. Understand the Context	2. Define Your BPA Objectives & Opportunities	3. Assess Your BPA Maturity	4. Roadmap Your BPA Initiatives
Phase Steps	Step 1.1: Set the Business Context Step 1.2: Understand Your Stakeholder Needs Step 1.3: Build Your Risk & Change Profile	Step 2.1: Define Your BPA Expectations Step 2.2: List Your Guiding Principles Step 2.3: Envision Your BPA Target State Step 2.4: Build Your Opportunity Backlog	Step 3.1: Assess Your BPA Maturity	Step 4.1: Roadmap Your BPA Initiatives Step 4.2: Assess & Mitigate Your Risks Step 4.3: Complete Your BPA Strategy
Phase Outcomes	Business problem and priorities Business value definition Customer and end-user assessment (e.g. personas, customer journey) Risk and change profile	BPA problem statement, objectives, and metrics BPA guiding principles Desired scaled BPA target state Prioritized BPA opportunities	BPA maturity assessment Brainstormed solutions to address BPA gaps	List of BPA initiatives and roadmap BPA initiative risk assessment Completion of BPA strategy

Phase 1	Recognize the intrinsic value of automation as an influential motivator for adoption. Successful BPA delivers more than just cost savings. It improves the lives of employees by allowing them to concentrate on the work they want to do, and it can improve the organizational brand with better-performing, more insightful, and more satisfying products and services.
Phase 2	Treat automation like any other enterprise technology. Optimizing and automating business processes involves more than understanding how it impacts the user. It relies on how these improvements meet risk and change appetites and tolerances, and on how the outputs drive customer satisfaction and business priorities.
Phase 3	Mature your practice as you scale your BPA technologies. Good skills, resources, and governance and management practices are critical for the successful scaling of BPA tools and technologies. BPA is not a set-it-and-forget-it asset; it needs to be delivered with quality in mind and be continuously monitored, reviewed, and maintained.
Phase 4	Maximize the learning of your minimum viable automations (MVA). Mature the foundations of your BPA with the knowledge and experiences you gained in your MVA as you build and refine your case to scale your BPA implementation across the organization.

DIY Toolkit	Guided Implementation	Workshop	Consulting
"Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful."	"Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track."	"We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place."	"Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project."

	Day 1	Day 2	Day 3	Day 4	Day 5
Activities	Understand the Context	Define Your BPA Objectives & Opportunities	Assess Your BPA Maturity	Roadmap Your BPA Initiatives	Next Steps and Wrap-Up (offsite)
Activities	1.1: Set the Business Context 1.2: Understand Your Stakeholder Needs 1.3: Build Your Risk & Change Profile	2.1: Define Your BPA Expectations 2.2: List Your Guiding Principles 2.3: Envision Your BPA Target State 2.4: Build Your Opportunity Backlog	3.1: Assess Your BPA Maturity	4.1: Roadmap Your BPA Initiatives 4.2: Assess & Mitigate Your Risks 4.3: Complete Your BPA Strategy	5.1 Complete in-progress deliverables from previous four days. 5.2 Set up review time for workshop deliverables and to discuss next steps.
Deliverables	Business problem and priorities Business value definition Customer and end-user assessment (e.g. personas, customer journey) Risk and change profile	BPA problem statement, objectives, and metrics BPA guiding principles Desired scaled BPA target state Prioritized BPA opportunities	BPA maturity assessment Brainstormed solutions to address BPA gaps	List of BPA initiatives and roadmap BPA initiative risk assessment Follow up engagements with Info-Tech	Workshop outcome document and Info-Tech observations and perspectives. Completed BPA strategy template.

Step 1.1	Understand business value is more than dollars and cents. The crux of any role, process, or technology change is its full acceptance, adoption, and use by the workers, teams, and departments who are affected. This can only be achieved if their core needs are met in the design, implementation, and support of BPA, such as the removal of stress, impediments, or restrictions challenging worker productivity.
Step 1.2	Put the user front and center. We want to better understand the end user and their operational environment. Use a variety of tactics, such as personas and journey maps, to visualize the human-computer interactions from an end-user perspective and initiate a discussion of how technology and process improvements can be better positioned to help your end users.
Step 1.3	Position BPA as an organizational change and risk management initiative. Any time you start a BPA initiative that depends on users to significantly modify their old way of doing things, the changes will force people to become novices again and introduce risks that were not previously relevant. Good organizational change and risk management practices and leadership can help keep these issues limited to the initial implementation.

Inputs	Documents/Method	Outputs
Key stakeholders	Strategy Document	Stakeholders that are actively involved in, affected by, or influence outcome of the organization, e.g. employers, customers, vendors.
Vision and mission of the organization	Website Strategy Document	What the organization wants to achieve and how it strives to accomplish those goals.
Business drivers	CEO Interview	Inputs and activities that drive the operational and financial results of the organization.
Key targets	CEO Interview	Quantitative benchmarks to support strategic goals, e.g. double the enterprise EBITDA, improve top-of-mind brand awareness by 15%.
Strategic investment goals	CFO Interview Digital Strategy	Financial investments corresponding with the strategic objectives of the organization, e.g. geographic expansion, digital investments.
Top three value-generating lines of business	Financial Document	Identification of your top three value-generating products and services or lines of business.
Goals of the organization over the next 12 months	Strategy Document Corporate Retreat Notes	Strategic goals to support the vision, e.g. hire 100 new sales reps, improve product management and marketing.
Top business initiatives over the next 12 months	Strategy Document CEO Interview	Internal campaigns to support strategic goals, e.g. invest in sales team development, expand the product innovation team.
Business model	Strategy Document	Products or services that the organization plans to sell, the identified market and customer segments, price points, channels and anticipated expenses.
Competitive landscape	Internal Research Analysis	Who your typical or atypical competitors are.

1	Increased Efficiency and Productivity Automating repetitive tasks will save time and reduce errors, allowing employees to focus on more complex and valuable tasks. For example, automating the invoicing process at a start-up would save employees time, remove customer wait periods, and reduce the chance of miscalculation.
2	Improved Customer Service Automation can help organizations respond more quickly and efficiently to customer inquiries and requests. For example, using a programmed chatbot to respond to customer inquiries will help you respond quickly, reduce churn rates, and improve relationships with customers.
3	Cost Savings Automation can reduce labor costs and increase operational efficiency, leading to cost savings for your organization. For example, when a logistics company automates the scheduling and dispatching of its delivery trucks, labor costs will reduce.
4	Improved Accuracy and Consistency Automated processes ensure that tasks are completed consistently and accurately. For example, automating the process of onboarding new employees for a start-up would help to ensure that all necessary steps are completed consistently and accurately.
5	Better Compliance and Security Automated processes and tech companies help organizations comply with regulations and ensure the security of sensitive data. For example, automating the process of data logging and managing tracking access for sensitive data would help your business comply with regulations and ensure the security of the data.

Journey Activity	Understand the needs of students	Understand the needs of students	Deliver course material	Conduct assessments	Upload grades into system
Touch Points	Research (primary or secondary) Teaching and learning center	Training on tools Office suite	Video tools PowerPoint live Chat (live) Forum (FAQ)	Online assessment tool	ERP LMS
Nature of Activity	Non-routine cognitive	Non-routine cognitive	Non-routine cognitive	Routine cognitive	Routine manual
Metrics	Time to completion	Time to completion	Student satisfaction	Student satisfaction Student scores
Key Moments & Pain Points	Lack of centralized repository for research knowledge	Too many tools to use	Lack of Wi-Fi connectivity for students Loss of social aspects	Adjusting to new forms of assessments	No existing critical pain points; process already automated
Opportunities	Centralized repository for research knowledge	Rationalize course creation tool set	Connectivity self-assessment/checklist Forums for students	Implement an online proctoring tool

Change Factor – Application Stack	Description	Readiness to Change	Ability to Change	Owner
Value stream	The value stream can be streamlined and modified to take advantage of BPA to maximize value generation.	Yes	Yes	Julia Ng
Business capability	The business capabilities supporting your value stream can be streamlined and modified to take advantage of BPA to maximize value generation.	Yes	No	Julia Ng
Business process	The business processes supporting your business capabilities can be streamlined and modified to take advantage of BPA to maximize value generation.	No	No	Julia Ng
Application UI and UX	The application's user interface and user experience can be modified to best suit the user's functional and personal needs, which include device accessibility, the format of information delivery, and visual and audio designs.	Yes	Yes	Mark Lee
Application logic/code	The application's business logic and code can be modified with modern languages, frameworks, and architectures to meet their accessibility, scalability, maintainability, and other quality needs.	Yes	No	Mark Lee
Integration	The application, data, and infrastructure integration strategy and technology can be modified to address new system dependencies and implement the desired architecture.	No	No	Bill White
Data architecture	The rules, policies, standards, and models that govern and define the type of data collected and how it is used, stored, managed, and integrated within the organization and its database systems. These can be modified when needed.	Yes	No	Bill White
Master data management	Your organization established and has control over master data values to enable consistent, shared, contextual use across systems, and it can be modified when needed.	No	No	Bill White
Infrastructure	The infrastructure and its architecture can be modified when needed.	Yes	No	Amy Brown
Security	The security rules, policies, standards, and models that govern and define how an application should be managed, accessed, consumed, and protected.	No	Yes	Lily Sanchez

Change Factor – IT Delivery and Support	Description	Readiness to Change	Ability to Change	Owner
IT resource capacity	The availability and ability to shift IT resources to complete BPA considering their knowledge, their skills and expertise, the tools at their disposal, and their other priorities and commitments.	No	No	Bob Zane
Team structure	The team can be restructured, and roles can be redefined to best suit the delivery, support, and management of BPA.	Yes	No	Bob Zane
Intake, analysis, and backlog management practice	The project and work intake, analysis, and backlog management practice can be modified to best leverage and support the value and benefit opportunities of BPA.	No	No	Julia Ng
Design and architecture practice	The design and architecture practice can be modified to best leverage and support the value and benefit opportunities of BPA.	Yes	Yes	Andrew Miles
Development and configuration practice	The development practice can be modified to best leverage and support the value and benefit opportunities of BPA.	Yes	Yes	Andrew Miles
Testing practice	The testing practice can be modified to best leverage and support the value and benefit opportunities of BPA.	Yes	No	Andrew Miles
Deployment and implementation practice	The deployment and implementation practice can be modified to best leverage and support the value and benefit opportunities of BPA.	No	No	Andrew Miles
Application support, maintenance, and management practice	The application support and maintenance practice can be modified to best leverage and support the value and benefit opportunities of BPA.	No	No	Amy Brown
Application and system monitoring	Application and system performance monitoring, dashboards, and instrumentation can be reconfigured to gauge the success of BPA.	No	Yes	Amy Brown

Change Factor – Business Stakeholders	Description	Readiness to Change	Ability to Change	Owner
Modified way of working	An end user's ability to adopt new and modified workflows involving modernized or removed technologies.	Yes	Yes	Julia Ng
User experience	An end user's mental, behavioral, and psychological capacity to accept and adopt changes given available training, onboarding, coaching, and communication.	Yes	Yes	Mark Lee
Shift in business model	The business' ability to shift their primary source of business value and realign their business model to fit this new value stream.	Yes	Yes	Julia Ng
Organizational reputation and image	The perception, morality, and image of the organization amid changes to the business and operational model.	Yes	No	Julia Ng
Process, application and product ownership	The ownership structure of the technical stack of the application or product and the role's/team's ability to drive growth and maturity of the process, application or product.	No	No	Julia Ng
Application system control	The degree of control and accessibility to the application stack and the organization's ability to make fine-tuned configurations and customizations.	No	No	Amy Brown
Business strategy	The ability to shift the focus, approach, and objectives of the business strategy to lessons learned from this BPA effort.	No	Yes	Julia Ng
Industry compliance	The organization's ability to pivot or budge on meeting or being guided by regulations (e.g. HIPAA, SOX) and industry standards and frameworks (e.g. ITIL, COBIT).	No	No	Amy Brown

Risk	Detail	Control	Owner	Appetite
Financial	The ability to obtain sufficient and timely funding capacity.	Project management office IT budget committee	Steve Moore	Low
Non-Financial	Non-financial risks are risks that are not considered to be traditional financial risks. Non-financial risk includes operational risk, technology risk, culture. and conduct.	Architecture review board Change advisory board	Steve Moore	Low
Reputational	Potential negative publicity regarding business practices regardless of validity.	IT steering committee Business strategy review	Julia Ng	Moderate
Strategic	Risk of unsuccessful business performance due to internal or external uncertainties, whether driven by events or trends. Actions or events that adversely impact an organization's strategies and/or implementation of its strategies.	IT steering committee Business strategy review	Julia Ng	Moderate
Sustainability (ESG)	This risk of any negative financial or reputational impact on an organization stemming from current or prospective impacts of ESG factors on its counterparties or invested assets.	Legal and compliance review	Nick Green	Moderate
Talent and Risk Culture	The widespread behaviors and mindsets that can threaten sound decision making, prudent risk taking, and effective risk management and can weaken an institution's financial and operational resilience.	Organizational leadership steering committee	Julia Ng	Moderate

Risk	Detail	Risk Event	Control	Owner	Appetite
Change (Transformation)	IT integration (e.g. merger and acquisition)	Data breach when replacing or integrating IT system	IT disposition process	Bob Zane	Low
	IT integration (e.g. merger and acquisition)	Data breach when replacing or integrating IT system	Security risk assessment	Bob Zane	Low
	Enterprise or material change program (e.g. implementing ERP)	Software failure/bug	Testing and release management	Bob Zane	Moderate
Performance	Process failure	Execution error by employee	Process diagrams	Bob Zane	Moderate
	Process failure	Execution error by employee	Validation checks	Bob Zane	Moderate
	Technology failure	Outage on outdated systems	Manage technical debt	Bob Zane	Moderate
	Technology failure	Server failure	Live system failover	Bob Zane	Low
	External relationship	Cloud provider causes performance issue	Contract provisions	Bob Zane	Low
	External relationship	Cloud provider causes performance issue	Ongoing performance monitoring	Bob Zane	Moderate
Availability/ Continuity	IT continuity and disaster recovery	Configuration differences in primary and secondary data center	Failure mode and effects analysis End-user testing	Bob Zane	Moderate
	Disruptive cyberattacks	Cyber threats (denial of service, malware, etc.)	Air-gapped backups	Bob Zane	Low
			Regularly patch firewalls	Bob Zane	Low
			Solutions to protect critical internet activities or services	Bob Zane	Low
		Data poisoning (malicious data fed into AI models)	Penetration testing of AI models Regular checks of data in models	Bob Zane	Low

Step 2.1	Implement BPA with clear objectives to maximize learning and establish a scalable foundation. A key to successful BPA is thoughtfully introducing automation capabilities into existing technologies with the ultimate goals of transforming inefficient processes, building a good practice and strengthening technology support.
Step 2.2	Embrace ethics in your process optimization. The removal of humans in key process decisions can be unsettling for certain stakeholders. Automation leads must not only think of how a solution operates at a technical level or what goals it is trying to achieve, but why it is worth doing and how the outcomes of the automated tasks will impact the broader internal and external audiences' reputation, morality, and perception.
Step 2.3	Create your recipe for scaled BPA success. AI/ML is not the only direction to a successful BPA target state. Your scaling BPA recipe (approach) can involve multiple different flavors (e.g. business managed automation, AI/ML) of various quantities to fit the needs and constraints of your organization and workers.
Step 2.4	Focus BPA on the least resistant but impactful processes. The crux of successful BPA is the strategic, well-informed, and onboarded adoption of relevant changes in key business areas, capabilities, and processes while being conscious of the risks they introduce.

Opportunities	Feasibility (L/M/H)	Desirability (L/M/H)	Viability (L/M/H)
Centralized repository for research knowledge	H	H	H
Streamlined course-creation toolkit	H	H	H
Connectivity self-assessment/ checklist	H	M	H
Forums for students	M	H	H
Exam preparation (e.g. education or practice exams)	H	H	H

Risk	Definition	Assessment Score
Financial	The ability to obtain sufficient and timely funding capacity.	1 (Low) – 2 – 3 (Moderate) – 4 – 5 (High)
Non-Financial	Non-financial risks are risks that are not considered traditional financial risks such as operational risk, technology risk, culture and conduct.	1 (Low) – 2 – 3 (Moderate) – 4 – 5 (High)
Reputational	Potential negative publicity regarding business practices regardless of validity.	1 (Low) – 2 – 3 (Moderate) – 4 – 5 (High)
Strategic	Risk of unsuccessful business performance due to internal or external uncertainties, whether driven by events or trends. Actions or events that adversely impact an organization's strategies and/or implementation of its strategies.	1 (Low) – 2 – 3 (Moderate) – 4 – 5 (High)
Sustainability (ESG)	This risk of any negative financial or reputational impact on an organizations stemming from current or prospective impacts of ESG factors on its counterparties or invested assets.	1 (Low) – 2 – 3 (Moderate) – 4 – 5 (High)
Talent and Risk Culture	The widespread behaviors and mindsets that can threaten sound decision making, prudent risk taking, and effective risk management, and can weaken an institution's financial and operational resilience.	1 (Low) – 2 – 3 (Moderate) – 4 – 5 (High)

	Business Value Sources					Stakeholder Needs Assessment					Support Target State BPA
Opportunity	Increase market reach	Minimize operational costs	Improve brand recognition	Align to ESG standards	Increase worker satisfaction	Access by mobile device	Enable French and English language	Use existing UI design standards	Have preference for images, diagrams and videos	Enable for user-defined modification of BPA	Business-managed automations
Help Desk Intake	Low	High	Low	Medium	High	Medium	High	Medium	Medium	Low	High
Email Marketing Campaign	High	Medium	High	Medium	Medium	High	High	Medium	High	Medium	Medium
HR Recruiting	Medium	High	Low	Low	High	Medium	High	Low	Low	Low	Low

Score Factors (Average)	Opportunity 1: Help Desk Intake	Opportunity 2: Email Marketing Campaign	Opportunity 3: HR Recruiting
Organizational Change Assessment Score All factors are equally weighted	4.5	1.5	3.5
Risk Assessment Score All factors are equally weighted	2	4.5	2.5
Estimated Delivery Effort	Low	High	Medium
Expected Benefits	High	Medium	Low

Step 4.1	Start small to evaluate the fit and acceptance of new and modified roles, processes, and technologies. High implementation costs can jeopardize success in big-bang deployments. Nominal adoption with well-understood business capabilities and cooperative stakeholders helps end users focus on solution fit rather than fighting the status quo culture.
Step 4.2	Understand the risks of your proposed BPA solution. BPA is an enabling and abstracting capability to technically complex and/or IT-managed technologies. The proposed BPA solution must be compatible with the architecture, data, and policies of existing business systems, and IT must accept and be willing to enable access across traditionally restricted technology and data.
Step 4.3	Position your BPA strategy as a collectively owned and managed artifact focused on sharing, enabling, and teaching others. BPA requires various roles, capabilities, and technologies to harmoniously work together to gain the business outcomes our stakeholders expect to see. Everyone needs to participate in the strategic planning and decision making to ensure a proposed change or design from one area does not negatively impact or impede the others.

Business Risk Factor	Tolerance	Probability	Impact	Mitigation
Organizational change management challenges	Low	High	High	Gradually deliver changes in a predictable and well-communicated manner. Allocate coaches, mentors, and experts to facilitate the adoption of changes.
Business inefficiency and costs	Medium	Low	Medium	Continuously monitor the value gained from the changes. Inject additional BPA efforts and changes to address the realized challenges.
Business continuity risks	Low	Medium	High	Continuously monitor the system and proactively address business continuity risks.
Strategic misalignment	Medium	Medium	Medium	Review the alignment of the BPA effort to the business strategy once it is adopted by end users. Routinely review the backlog and reprioritize and rescope work when necessary.

Technical Risk Factor	Tolerance	Probability	Impact	Mitigation
System instability and interoperability issues	Low	Medium	High	Continuously monitor the system and proactively address system instability risks. Understand and accommodate vendor solution and integration updates through vendor collaboration. Be up to date with integration technologies.
Application maintainability issues and technical debt	High	High	Low	Define and standardize coding standards and frameworks. Build code refactoring and documentation into upcoming development work.
System scalability challenges	Medium	Medium	Medium	Continuously monitor the system and proactively address system scalability risks. Investigate load balancing solutions and cloud opportunities.
Security breaches and risks	Low	High	High	Continuously monitor the system and proactively address system security risks. Be up to date with latest security risks. Build in security earlier in the BPA delivery life cycle.

External Risk Factor	Tolerance	Probability	Impact	Mitigation
Noncompliant with laws and regulations	Low	High	High	Be up to date with changes in laws and regulations. Consult legal and other experts to prioritize the work that ensures system compliance.
Vendor lock-in and solution relevance	Medium	High	Medium	Maintain vendor engagement on upcoming solution changes. Leverage open integration standards and transition to a loosely coupled architecture.
External resources, skills, and knowledge unavailable	High	Low	High	Develop cross-functional teams by sharing knowledge. Transition away from technologies that require legacy skillsets that are difficult to find in the industry.
Industry standards misalignment	Low	Medium	High	Be up to date with changes in industry frameworks. Consult legal and other experts to prioritize the work that ensures system compliance.

Develop Your Value-First Business Process Automation Strategy

As you scale your business automations, focus on what matters most.

Build the right BPA strategy – smarter, not faster

Develop Your Value-First Business Process Automation Strategy Research & Tools

1. Business Process Automation Strategy Deck – A step-by-step document that walks you through how to position business process automation as a key capability and assess the organization’s readiness for its adoption.

2. Business Process Automation Strategy Template – A template to help you build a clear and compelling strategy document for stakeholders.

3. Business Process Automation Maturity Assessment Tool – A tool to help gauge the maturity of your BPA practice.

Workshop: Develop Your Value-First Business Process Automation Strategy

Module 1: Understand the Context

The Purpose

Key Benefits Achieved

Activities

Outputs

Module 2: Define Your BPA Objectives and Opportunities

The Purpose

Key Benefits Achieved

Activities

Outputs

Module 3: Assess Your BPA Maturity

The Purpose

Key Benefits Achieved

Activities

Outputs

Module 4: Roadmap Your BPA Initiatives

The Purpose

Key Benefits Achieved

Activities

Outputs

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Guided Implementation 1: Understand the context

Guided Implementation 2: Define your BPA objectives and opportunities

Guided Implementation 3: Assess your BPA maturity

Guided Implementation 4: Roadmap your BPA initiatives

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Delivery Risk Factor	Tolerance	Probability	Impact	Mitigation
Stakeholders: Stakeholders are not identified, resulting in the project driving to the wrong requirements.	Low	Low	High	Identify stakeholders before project commitment. Maintain continuous communication with stakeholders.
Similar projects: Similar BPA initiatives in the past have failed, increasing the difficulty of acquiring buy-in.	High	Low	High	Conduct a root cause analysis behind past project failures by consulting the project teams.
Project scope: Application teams are incapable of managing scope changes and lack of stakeholder accountability for changes.	Low	High	High	Empower a product owner or business representative to manage scope creep in collaboration with business and IT.
Resource availability: Critical resources are unavailable for the BPA project.	Medium	High	High	Consult team or functional leads for available resources before committing to BPA effort.
Timeline certainty: Initiatives are not accurately estimated, and timelines are not realistic.	High	Low	High	Decompose BPA effort into minimum viable automations that can be delivered iteratively. Collaboratively estimate work with business and IT.
Forecast certainty: Stakeholders are not comfortable with benefit and cost forecasts.	Medium	Low	High	Clarify the scope, unknowns, and risks in the estimates. Suggest best- and worst-case estimates.
Cost overruns: There is a high probability that costs may grow beyond the allocated budget.	Low	Low	High	Deliver changes in iterations, validate their successes in production, and confirm the continued allocation of budget to the next BPA milestone.

Audience	Key Contents	Outcome
Benefit and cost owners	Costs or benefits estimates	Sign off on cost and benefit projections
Executives and decision makers	Business value and financial benefits Notable business risks and impacts Business rationale and strategic roadmap	Revisions, edits, and approval
IT teams	Notable technical and IT risks IT rationale and tactical roadmap Proposed resourcing and skills capacity	Clarity of vision and direction and readiness for delivery
Business workers	Business rationale Proposed business operations changes Application roadmap	Verification of proposed changes and feedback