A national branch of a global company is struggling to improve business processes of its Public and Government Affairs (PGA) department. To work with external stakeholders effectively, PGA employees need to collect, manage, and exchange a vast amount of information. Complex cases involve collaboration of many employees from different departments. The ability to share information and to coordinate corresponding activities is crucial for the company's growth plans. Their current tools and practices do not serve the purpose well. The existing system, which was deployed a couple of years ago, has only a few active users. The majority of PGA employees avoid using it because the system is hard to use and lacks needed functionality. Consequently, available information is mostly unstructured and stored either locally or on a shared network drive. Some of the information exists only in a paper form. The branch's PGA head, who sponsors the project, wants to implement a configurable solution that two other branches successfully deployed several months ago. Both deployments were done by three solution consultants, who will be available to assist in the project. They will be responsible for tailoring the solution to PGA needs, as well as for training the PGA staff. With their help, the sponsor plans to complete the project in approximately three months. The solution consultants reside in another country 7 hours ahead of the rest of the project team. They will be available part-time, but are planning two one-week long trips to the PGA central office to conduct initial training and to participate in the final deployment of the system into production. The consultants, in turn, expect a business analyst (BA) to assist in collecting necessary data and defining customization requirements. The solution consultants have composed a set of as-is solution documents. A spreadsheet contains a catalog of brief definitions of all requirements with priorities assigned to them. A separate document explains data models and user interfaces. For the new and changed requirements, the BA wants to capture additional attributes such as the source, reason, complexity, and priority of change. Some of these requirements can be reused in other work. How should information for these requirements be managed?

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C. Add the attributes to the original requirements catalog and change requirements Adding attributes to the original requirements catalog and updating the affected requirements maintains integrity and traceability of the requirements baseline. This approach ensures that all stakeholders reference a single, authoritative document and that changes are tracked with full context. Modifying the existing artifact in a controlled way is aligned with requirements management best practices.

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A. Rewrite requirements independent of the solution design Rewriting requirements independently of solution design breaks the linkage between requirements and their design context, potentially introducing inconsistencies and losing important rationale.

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B. Enter the information in the company's change management system Entering information in the change management system alone does not update the requirements catalog itself, leaving the actual requirements documentation outdated and incomplete.

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D. Create a new workbook of requirements with necessary attributes Creating a new workbook of requirements fragments the requirements baseline into multiple documents, creating version control problems and making traceability difficult to maintain.

A national branch of a global company is struggling to improve business processes of its Public and Government Affairs (PGA) department. To work with external stakeholders effectively, PGA employees n

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