"4.0 Approach to RequirementsManagementThe management of requirements and communication within the project will begoverned depending on the needs of each stakeholder and involve the effectivemanagement of key areas such as the solution scope and requirements,requirements traceability, reuse of requirements, preparation of requirementspackages and requirements for communication MBA, Brennan, 2009 pg. 64).The management of requirements, adopts a hybrid based approach, whichincorporates a mix of both a change and plan-driven approach_ The initialanalysis stages of the project focuses on a plan-driven approach, whichminimises upfront uncertainty and ensures that the solution is fully defined priorto implementation to maximise control and minimise risk, associated withimplementing a solution that affects such a diverse array of stakeholders (IIBA,Brennan, 2009 pg. 19-20). After the solutions implementation, the project willtransition to more of a change-driven approach, as the solution will be reassessedby benchmarking the baselined processes with the current processes afterimplementation, to determine what has and hasn't worked and if the requirementsneed to be re-baselined. Having the approach transition to a change drivenapproach after the implementation of the trimester model, would provide theexperimentation and iteration aspects of the approach (IIBA, Breiman, 2009 pg.19-20), that allow for the refinement of the trimester models, to ensure that therequirements meet the need.Managing conflict and ensuring the requirements of stakeholders are heard andmet is an integral part in ensuring that communication is productive among everystakeholder. Conflict often arises as requirements are being reviewed and stakeholder viewing requirements from alternating perspectives (ELBA.,Brennan, 2009 pg. 65). The conflict management style that will be incorporatedwill be the collaborating style (Kenneth & Kilmann 2402). Refer to AppendicesK. This conflict resolution style provides congruency among stakeholders as theywork towards a common goal. 5.0 Solution Scope &. Business CaseIn this section, the solution scope and business case are defined in accordancewith the potential benefits and risks, the proposed trimester model provides andwhat is to be done to ensure that the stakeholder requirements are met, whilstalso mitigating any associated risks. Relevant diagrams and techniques will beused to measure these risks and potential benefits.5.1 Solution ScopeThe defined solution scope, consist of the major features and functions that arerequired, as well as the processes and people that interface with the solution, bothwithin and outside the defined scope (ELBA, Brennan, 2009 pg. 93). Thetrimester model, is the defined solution, that has been proposed to solve thebusiness problem of the forecasted decrease local student enrolment and the needto keep up with the demand driven funding model.The components of the scope were identified using the Problem Statementtechnique, shown in Appendices L, which provides a tabulated view of thesolution scope, detailing the business need, who it is affected the impact of theneed and what a successful solution would do to rectify the issue (ITBA,Brennan, 2009 pg. 94). From this, we can determine that in order to facilitate thechanges defined in the scope, the current semester model must be revised_ as wellas supporting systemcomponents that operate under the semester model, which include the coursestructures of affected faculties and the supporting IT services that assist intimetablin, portal access and maintenance.To better understand the forces involved in the changes to the current system, aForce Field Analysis was conducted to determine the supporting and opposingforces within the scope and devise methods of aiding the supporting methodsagainst the opposing forces (ELBA, Brennan, 2009 pg. 130), which can be foundin Appendices M. The Force Field Analysis shows that the forces supportingchanges totalling 16 points, are met with strong opposition totalling 9 points, tothe change, which can be an issue when transitioning to such a model._ However.a Decision Tree Analysis (RBA. Brennan, 2009 pg. 168) which (Refer toAppendices N) was also conducted, to determine the outcome if GriffithUniversity was to continue with its current model and do nothing. The diagramprovided a concerning prospect in relation to attradion and retention of students,which is one of Griffith University's key objectives, and show that the currentsemester model was not able to keep up with the demand driven model andstudent flexibility criteria, which resulted in decreased revenue and low turnover.To provide support toward the supporting forces outlined in the Force Fielddiagram, the risk of the opposing forces of the model, must be mitigated andinclude, investment in more staff and investment in more infrastructure andsupporting facilities,The following components of the solution scope, are separated into twocategories based on whether they are In-scope" or ''out-of scope". The following"in-scope" components as discussed above include;• Revision of current semester model to further increase flexibility • Re-structuring and investment IT infrastructure capabilities to better handlesolution scope implementation and support.• Changes to structure of course programs and timetabling within all of thefaculties affected by solution scope.The "out-of-scope" components of the solution scope consist of; • Government funding cuts and adhering to changes in government legislationsuch as the demand driven funding model.• Universities Australia accreditation and ensuring quality of degree programsagainst industry standard.• Technological changes that can result in required changes to infrastructureand support services.5.2 Potential BenefitsThe potential benefits of the solution system are measured by observingqualitative and quantitative gains by the organisation (IIBA, Brennan, 2009 pg.96). From the findings of the Decision Tree Analysis in Appendices N, it showsthat the outcomes relate back to Griffith University's key goals and objectives inAppendices A more specifically, those of student attraction and retention_ A potential benefits table was also created to quantify these benefits, highlightingfinancial benefits as well as observable benefits are shown in Appendices 0 anddictate innovative, improvement and cessation aspects of solving the businessneed.5.3 Risk Assessment Assessing and mitigating risk is a critical component in determining whether ornot a change carries more risk that benefits gained (1113A, Brennan, 2009 pg. 96).'The reason for outlining the risks, is to ensure that solution when implemented isfeasible and provides the benefits it was intended to address as well as mitigatingand managing potential risks during implantation that were initially identified. Arisk assessment table was created much like the benefits table however, outlinesthe risks involved in solving the business need which is shown in Appendices P.5.4 Solution Scope & Business Case Diagram &TechniquesThe diagrams and techniques used in this section of the report, provide vitalanalysis into the inputs and outputs of the solution. The Problem Statement(Appendices L, provided insight into how the stakeholders of Griffith Universitywere affected by the problem and how a desired solution would solve the issue, AForce Field Model (Appendices M) helped in outlining the resistance to thechange proposed. A Decision Tree Analysis (Appendices N) was then use toanalyse the decision of doing nothing or transitioning to the trimester modelbased on outcomes. Finally, the potential benefits and risk assessment tables(Appendices 0 and P) provided a tabulated view of the benefits and associatedrisks of the solution.6.0 Requirements AnalysisThe contents of this section, will detail the business requirements, stakeholderrequirements, functional requirements and non-functional requirements of the "