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 Governance is the approach that contains a suitable set of attributes for specifying requirements. Governance refers to the set of policies, processes, standards, roles, and responsibilities that guide, monitor, and control the conduct of business analysis activities. Governance helps to ensure that the requirements are aligned with the business objectives, stakeholder needs, and quality criteria. Governance also helps to manage the changes, risks, issues, and dependencies related to the requirements. Some of the attributes that can be specified for requirements under governance are:

• Requirement type (e.g., functional, non-functional, business, user, etc.)
• Requirement status (e.g., proposed, approved, implemented, verified, etc.)
• Requirement priority (e.g., mandatory, high, medium, low, etc.)
• Requirement source (e.g., stakeholder, document, regulation, etc.)
• Requirement owner (e.g., the person or role responsible for the requirement)
• Requirement version (e.g., the number or identifier of the requirement revision)
• Requirement traceability (e.g., the links between the requirement and other related requirements, deliverables, tests, etc.)

These attributes help to define, organize, communicate, and manage the requirements throughout the business analysis life cycle.

References:

• [BABOK Guide v3], Section 2.5: Governance, p. 28-30
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 55-56
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Monitoring, Week 2: Plan Business Analysis Governance, Video: Introduction to Business Analysis Governance

According to the BABOK Guide, “prioritization is the process of ranking requirements in order of importance or urgency”. However, not all requirements can be prioritized at the same time, especially if they are not stable or well-defined. In such cases, the BA should leave the priority unfilled until the requirements are clarified and agreed upon by the stakeholders. This will avoid premature decisions that may lead to rework, conflicts, or missed expectations. The BA should also communicate the rationale for leaving the priority unfilled and the criteria for assigning it later. References: BABOK Guide, Version 3, Section 6.2.4.3, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8, Page 287

According to the CBAP competencies, one of the skills required for business analysis planning and monitoring is to guide practice in performing stakeholder analysis1. Stakeholder analysis is the process of identifying and assessing the needs, interests, and influence of stakeholders on a project or initiative2. One of the outputs of stakeholder analysis is a stakeholder list, which identifies the key stakeholders and their roles, responsibilities, and expectations3. A stakeholder list can also include information on the potential risks and issues that may arise from stakeholder involvement or lack thereof4. Therefore, developing a risk plan to anticipate negative behavior from the Director of Human Resources is a valid activity that is included in performing a stakeholder analysis. This can help the team to mitigate the impact of the Director’s bitterness and resistance on the project’s success.

The other options are not included in performing a stakeholder analysis. Comparing the expertise of the Director of Human Resources to other stakeholders is not relevant to the stakeholder analysis process, as it does not help to understand the Director’s needs, interests, or influence. Recommending excluding the Director of Human Resources as a stakeholder is not a good practice, as it may create more conflict and resentment, and ignore the Director’s legitimate role and authority in the project. Implementing all of the Director of Human Resources suggestions to relieve tension is not a realistic or effective strategy, as it may compromise the quality and feasibility of the project, and disregard the needs and interests of other stakeholders. References:

• 1: CBAP Competencies - International Institute of Business Analysis
• 2: BABOK Guide v3, Section 2.2.2: Conduct Stakeholder Analysis
• 3: BABOK Guide v3, Section 2.2.2.3: Outputs
• 4: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 3: Business Analysis Planning and Monitoring, p. 83

Interface analysis is a technique that identifies and specifies the information that is exchanged between systems or system components. It defines the communications protocol, data format, and timing of the information exchange. Interface analysis is useful for designing and documenting the interactions between the PS and other systems. It can also help to identify potential issues or risks related to the integration of the systems.

Vertical prototyping is a technique that creates a working model of one or more aspects of a solution, such as the user interface, functionality, or performance. It is used to validate the requirements and design of the solution, and to obtain feedback from stakeholders. It is not directly related to defining the communications protocol between the systems.

Concept modelling is a technique that defines the terms and concepts relevant to a domain or a problem. It establishes a common vocabulary and understanding of the domain among the stakeholders. It is not focused on the technical details of the system interactions.

System analysis is a broad term that refers to the process of studying and understanding the current or desired state of a system. It involves identifying the system components, functions, inputs, outputs, and relationships. It is not a specific technique for defining the communications protocol between the systems. References:

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 10: Techniques, pp. 402-403, 414-415, 420-421, 424-425.
• [Business Analysis for Practitioners: A Practice Guide], Chapter 5: Requirements Analysis and Design Definition, pp. 123-124, 133-134, 140-141, 144-145.