A non-profit utility company has 900 employees, a majority of whom are hourly employees and must track their time using a paper based process A few years ago, the Director of Human Resources purchased

A non-profit utility company has 900 employees, a majority of whom are hourly employees and must track their time using a paper based process A few years ago, the Director of Human Resources purchased a software system to eliminate the current paper-based time reporting process. No requirements specific to the utility company were defined prior to the purchase. A team was formed to implement the software During implementation process, the team discovered the software lacked functionality and was not robust enough to support the general ledger requirements The company stopped the effort and incurred a $500,000 USD loss on the cost of the software. This year, the Director of Finance requested that a team investigate the current paper based time reporting process and recommend solutions. The Director of Finance feels that the Director of Human Resources must be involved as a critical stakeholder. The Director of Human Resources is still bitter about the last effort because the process stopped'. During a brainstorming session on improvement opportunities, the Director of Human Resources repeatedly interrupts the group and states why the proposed ideas will not work. Which approach should the business analyst (BA) take to refocus the group?