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Prioritizing requirements by the likelihood of success is a technique that can help build confidence and trust among the project stakeholders, especially if the project is complex, risky, or has a long duration. By delivering some of the requirements that have a highchance of success early in the project, the business analyst can demonstrate the value of the project and the effectiveness of the business analysis process. This can also help reduce resistance to change and increase user satisfaction and adoption. Some of the other factors that can be used to prioritize requirements are business value, urgency, dependency, risk, cost, and effort. References:

• Certified Business Analysis Professional (CBAP) Handbook, page 6, section 4. Review the Exam Blueprint.
• BABOK Guide v3, page 34, section 4.2.3. Prioritize Requirements.

 A dependency is a relationship or a condition that affects the completion or the quality of a task or an activity. A dependency can be internal or external, mandatory or discretionary, or positive or negative. In this case, the inspector’s signoff on the initial deliverables is a dependency because it is a condition that must be met before the task can be completed. The inspector’s signoff is an external and mandatory dependency, as it involves an outside party and it is required by the project scope or contract. A dependency is not the same as an assumption (A), which is a factor that is considered to be true without proof, a milestone ©, which is a significant point or event in the project, or a constraint (D), which is a factor that limits the options or performance of the project. References:

• What is a Dependency in Project Management? - Wrike, paragraph 1
• Project Dependencies: Types, Examples, and Tips for Project Managers, paragraph 1
• CBAP Certification Study Guide v3.0, Chapter 4: Requirements Life Cycle Management, Section 4.3: Trace Requirements, page 4-10
• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 402, section 10.31.3.1

Overlooking a key set of stakeholders can have serious consequences for the project, as they may have different needs, expectations, and perspectives than the existing stakeholders. Their requirements may conflict with or invalidate the ones that have been already elicited and analyzed, leading to rework, delays, and increased costs. Alternatively, they may introduce new requirements that require changes to the project scope, schedule, budget, or quality. Therefore, it is important to identify all relevant stakeholders as early as possible in the business analysis process and to engage them throughout the project lifecycle. References:

• CBAP Handbook, page 12, section 2.0 Nine-Steps to Certification, step 3. Enter Your Eligibility Details into the BA Development Log
• [BABOK Guide], page 30, section 2.2 Conduct Stakeholder Analysis, task description and output
• CBAP/CCBA Study Guide, page 55, section 2.2.3 Stakeholder Analysis, stakeholder identification and analysis techniques

 Root cause analysis is a technique that helps identify the underlying causes of failures or difficulties in accomplishing business analysis work. It involves asking a series of questions to determine the origin of a problem and the factors that contributed to it. By finding and addressing the root causes, the business analyst can prevent the problem from recurring and improve the performance of the business analysis process. References:

• CBAP® Handbook, page 18, section 4.5. Manage Business Analysis Performance
• BABOK® Guide, page 387, section 10.25. Root Cause Analysis
• Tips for Earning a Business Analysis Certification, section 2. Understand the BABOK® Guide