Every requirement hides an assumption.

"We need a reporting system" hides this: getting the data is too slow today, and the slowness lives in manual aggregation.

The assumption might hold. It might not — perhaps the real bottleneck is that nobody trusts the data, in which case ten reports change nothing. So the first move is not to design a report. It is to write the assumption down, then find the cheapest way to test it.

Cut it under a week.

If a slice still needs a month before anyone sees an effect, it has not been cut. A week is a good ruler: long enough to build something real, short enough that being wrong costs little.

The test for a good cut is not "can this be split technically" but "can this slice produce an effect on its own". Only what can be accepted alone has actually been cut.

Accept outcomes, not features.

Ticking a feature list is the easiest form of acceptance and carries the least information. Real acceptance returns to the original assumption: did the manager actually save two hours on Monday?

If not, then a delivery with every feature present has still failed. Saying so out loud is more honest than adding another item to the list.