The documentation describes the power/interest grid as a technique for analysing stakeholders, then using the analysis to plan management actions. It states that it is important to plot stakeholders where they actually are (not where you would like them to be), and then to explore strategies for managing them in their current positions or for moving them to more advantageous positions. It also emphasises that stakeholder analysis must be a continuing activity throughout the project, with the team watching for changes and re-evaluating strategies accordingly—this supports regular review of the grid.
Where option D differs is that it describes implementation of engagement strateggement actions is part of stakeholder management execution, which follows from the analysis rather than being a step “in conducting the analysis” itself. The text makes this separation clear: after plotting positions, up for managing stakeholders and the approach to take; the subsequent engagement is what the team then does based on that plan.
So A and B are explicitly in the technique guidance, and C aligns with the “continuing activity” requirement. D is the step that moves beyond the analysis activity into carrying out the management actions, making it the best choice for “not typically involved in conducting the analysis.” ION NO: 65
A business case has been developed for the introduction of a new customer service platform. In the “Impact Assessment” section, which key factor should the business analyst highlight to communicate the potential organisational changes resulting from the platform’s implementation?iomer service efficiency and employee workflow.
B. Discuss the usability of the recommended application and software requirements.
C. Review potential vendors including past experience in the industry and their financial stability.
D. Detail the operating system and solution architecture of the new platform.
Answer: A
The business case “Impact assessment” section is used to explain what will happen to the organisation if the proposed option is adopted—not just the financial costs and benefits. The documentation states that, in addition to costs and benefits, the business case should explore organisational impacts, some of which may have costs attached and some of which are simply consequences of change. It gives concrete examples such as changes to organisation structure (e.g., reorganising departments, creating new roles like a single customer point of contact, or moving from specialist to generalist roles) and the effects on interdepartmental relationships and working patterns.
Option A best mause “customer service efficiency and employee workflow” directly communicates the operational and people/process impacts that typically accompany a new customer service platform—how work will be performed, how staff will interact, and what the service outcomes may be. This is exactly the kihange decision-makers need surfaced in an impact assessment so they can plan mitigation and change management (e.g., handling disruption, new responsibilities, revised collaboration).
Options B and D focus on technical solution detail, and C focuses on vendor evaluation—none of these are the core purpose of an “impact assessment” section as defined in the business case guidance.
