"2.5 Business Problem Diagrams & TechniquesThe diagrams and techniques used, in the sections above, help to dissect thebusiness problem, into its core objectives_ The high level overarching goals andkey objectives in Appendices A, where collated based on their relevance toward thedefined business problem of local student enrolment and were used to conduct aSMART analysis shown in Appendices B, to itemise and measure whether or notthe collated objectives were achievable.Then, the current semester model was analysed to obtain areas of opportunity viaSWOT Analysis to outline what currently exists when factoring in the Transition totrimesters (refer to Appendices C). Finally, a Five Whys analysis further outlined inlayman terms the specific issues students currently faced with the current semestermodel shown in Appendices D.3.0 Stakeholder AnalysisThe contents of this section will provide in detail, the stakeholders, who are affected bythe implementation of the proposed Trimester model, in accordance with theestablishment of the business problem. The details and responsibilities of thesestakeholders will be shown and detailed in diagram and tables to further synthesise theintricate details each stakeholder contains.3.1 Stakeholder ListThe full list of key relevant stakeholders, who are impacted or maintain interest inthe introduction of the Trimester model, can be seen in Appendices E. 3.1.1 Identification of Stakeholders The table below, consists of the general stakeholders who have been identifiedaccording to the amount of direct impact, the trimester model will have according totheir individual needs_Firure 1: Table of SrakeholarerNImmediate StakeholdersDeputy Vice Chancellors Current and Future Domestic and•(Engagement, Academic)International StudentsPro Vice• Alumni•Chancellors (of each• Lecturersfaculty)• Student AdministrationDirector of Planning• Course Coordinators•and Projects• Career AdvisorsExecutive Officer• Academic Provost•Australian Government • Chancellor•Universities AustraliaGraduate EmploymentpartnershipsIS Perspective - IT Support Stakeholders• Chief –technology officer• Information Services (INS)• Information Technology Services (ITS) 3.1.2 Complexity of Stakeholder GroupThe immediate stakeholders outlined above, represent the direct end users, of whichare able to present the requirements, depending on the level of constituency that ispresent. Providing documentation for these direct end user stakeholders would havea low level of difficulty as each piece of documentation and requirements can betailored to their specific subject matter (IIBA &. Brennan, 2009, pg. 25). Anexample from the above table includes the Engagement Deputy Vice Chancellorpertaining to documentations containing engagement related matters under thetrimester model. And the Academic Vice chancellor may be provided withdocumentation listing the academic functions of the trimester model.The I.T. support stakeholders on the other hand, are considered to have a higherlevel of constituency and thus providing documentation, plans and reports will be ofhigher difficulty resulting in individuals from functional areas that the Stakeholder isrepresent having to elicit information for their own understanding (IIBA & Breiman,2009, pg. 25). From the above table, the Information Services (INS) represents agreater portfolio of I.T. services of which has their own business processes (Refer toAppendices I for the organisational structure of INS). These portfolios will requirefurther elicitation, to determine their requirements of the Trimester model.3.13 Attitude & InfluenceTice attitudes and influences of each stakeholder were based on the expectation andrequirements each stakeholder had in the successful implementation of the devisedTrimester model. Despite the constraint of not being able to interview, each and every stakeholder listed in Appendices E, most of the high level stakeholderinfluences and attitudes were present in the Griffith Model Progress Report (GriffithUniversity, 2015).Using the high level stakeholders who are members of the Griffith model, inconjunction with the stakeholders identified to be impacted by the Trimestermodel, a RACI Matrix containing general stakeholders was created to analysethe stakeholders, of which have a high level of interaction with the project(Refer to Appendices H for the full table).To further individualise each stakeholder into the level of interest and influencethey had on the project, a Stakeholder Matrix (Refer to Appendices F) wasproduced. The stakeholders that were plotted in the “Work closely withstakeholder” quadrant are the stakeholders who have the highest interest andinfluence on the direction of the project.3.1.4 Authoritative levels from Business Analysis WorkAlthough the business analyst is tasked with identifying and defining thedeliverables of the solution product, there are certain stakeholders who canoverrule and modify set requirements and deliverables (IIBA, Brennan, 2009 pg.27-28). These stakeholders include.• Mr Henry Smerdon AM Chancellor• Professor Ian O'Connor Vice Chancellor• Professor Adam Shoemaker Academic Provost• Barry Reardon Executive Officer to the Vice Chancellor• Professor Alf Lzzoio Dean and Director, Learning Futures• Claire Sinsua Project Manager Learning Futures• Professor Martin Betts Deputy Vice Chancellor (Engagement)• David Gurtsberg Director of Planning and Projects• Pro Vice Chancellors (of each faculty) 3.2 Stakeholder Roles & ResponsibilitiesInformation on each individual stakeholders name, title, category, authority,interest and influence are shown in the key stakeholders table of Appendices E.These details help provide insight into the stakeholders on their position andstanding on the project (IIBA, Brennan. 2009 pg. 31).3.4 Stakeholder Relationships and mappingHaving identified and assessed the level of influence and interest each stakeholderhas toward the project, Mapping of the relationships between each stakeholdergroup, in relation to their position within the constructs within or outside theorganisation of Griffith University, was created through the use of an Oniondiagram. The Onion diagram, helped categorise each stakeholder into a respectivecategory depending on their relationship and interaction with the solution trimestermodel (IIBA, Breiman, 2009 pg. 31). Refer to Appendices G for the Oniondiagram.3.4 Stakeholder Analysis Diagrams & TechniquesThe analysis techniques and diagramming activities used throughout this section,provided depth to the stakeholder views, that were evident in the Griffith ModelProgress Report and supporting materials. The RACI Matrix, assisted in pointingout the roles and responsibilities each stakeholder had in the project, providing abaseline for the analysis of stakeholder interest and influence on the StakeholderMatrix_ Finally, with the roles, responsibilities, influences and interests definedin these diagrams, an Onion diagram was created to provide the level ofinvolvement structurally. "