When deciding to develop a system with sensitive data, the MOST important thing to include in a business case is a risk assessment to determine the appropriate controls. A business case is a document that provides the rationale and justification for initiating a project or investment1. It includes information such as the objectives, scope, benefits, costs, risks, assumptions, and success criteria of the proposed project or investment2. A risk assessment is a process of identifying, analyzing, and evaluating the potential threats and impacts that could affect the project or investment3. A risk assessment can help to:
Identify the sources and types of risks associated with developing a system with sensitive data, such as data breaches, data loss, data corruption, unauthorized access, compliance violations, etc.4 Analyze the likelihood and severity of the risks occurring and their consequences on the project or investment5 Evaluate the current and planned controls to mitigate or prevent the risks, such as encryption, access control, data backup, data activity monitoring, etc.
Prioritize the risks and controls based on their importance and urgency Communicate and document the risks and controls to stakeholders and decision-makers Therefore, a risk assessment to determine the appropriate controls is essential for developing a business case for a system with sensitive data, as it can help to demonstrate the feasibility, viability, and desirability of the project or investment.
The other options are not as important as option A. While it is useful to have an updated enterprise architecture (EA), a skills gap analysis, and the additional cost of encrypting sensitive data, these are more operational and tactical aspects that can be determined later in the implementation phase. They are not critical for developing a business case for a system with sensitive data, which should focus more on the strategic direction and value proposition of the project or investment. Reference:= How to Write a Business Case - ProjectManager.com2 Business Case Development - Project Management Institute1 What is Risk Assessment? Definition & Examples | ASQ3 Data Security: How to Secure Sensitive Data - DATAVERSITY4 Risk Analysis: Definition & Examples | ASQ5 Data access control and data activity monitoring - IBM Cloud ...
Risk Evaluation: Definition & Examples | ASQ
Risk Communication: Definition & Examples | ASQ

A procurement manager should agree to purchase IT equipment from a specific vendor during a sales promotion only if the equipment adds value to the enterprise. This means that the equipment supports the business goals and objectives, meets the current and future needs of the stakeholders, and delivers benefits that outweigh the costs and risks. The procurement manager should also consider the quality, reliability, compatibility, and security of the equipment, as well as the vendor's reputation, service level, and warranty.
The other options are not the best justification for a procurement manager to agree to purchase IT equipment from a specific vendor during a sales promotion. The IT benefit surpasses the business benefit from the purchase is not a valid justification, as it implies that the IT department's interests are more important than the enterprise's interests. The procurement manager should align the IT strategy with the business strategy and ensure that the IT equipment supports the enterprise value creation. The business profit surpasses the IT cost for the equipment is not a sufficient justification, as it does not account for other factors such as quality, performance, functionality, and risk of the equipment. The procurement manager should evaluate the total cost of ownership (TCO) and return on investment (ROI) of the IT equipment, not just the initial purchase price.
The product is offered at the lowest price is not a convincing justification, as it does not guarantee that the equipment is suitable for the enterprise's needs and expectations. The procurement manager should not compromise on quality, functionality, or security for a lower price.
For more information on IT procurement and value creation, you can refer to these web sources:
IT Procurement Manager Job Description w/ Role & Responsibilities
IT Governance: Definitions, Frameworks and Planning
What is Governance in Procurement? Its Model
What is IT governance? A formal way to align IT & business strategy

The best long-term solution to address the concern regarding loss of experienced staff is to implement knowledge management practices, because knowledge management is the process of creating, sharing, using, and managing the knowledge and information of an organization1. Knowledge management practices can help capture, document, and transfer the valuable knowledge and expertise of the experienced staff before they leave the organization, as well as facilitate the learning and development of the new or existing staff. Knowledge management practices can also enhance the organizational performance, innovation, and competitiveness by leveraging the intellectual capital and creating a culture of knowledge sharing2. According to a study by 3, the impact of knowledge management practices on employee retention is significant and positive in both IT and banking industries. Another study by 4 found that knowledge management practices can improve job satisfaction and employee retention by fostering a supportive work environment, providing growth opportunities, and rewarding knowledge contributions. Therefore, implementing knowledge management practices can help mitigate the risk of losing experienced staff and their knowledge in the long run.
The other options are not the best long-term solutions, because they are either short-term or partial solutions. Establishing a mentoring program for IT staff can help transfer some of the knowledge and skills of the experienced staff to the mentees, but it may not be sufficient or systematic enough to capture and preserve all the relevant knowledge. Determining key risk indicators (KRIs) can help monitor and measure the risk exposure of losing experienced staff, but it does not address the root cause or provide a solution for the problem. Retaining key staff as consultants can help retain some of the expertise and experience of the staff, but it may not be feasible or cost-effective in the long term, and it may also create dependency and vulnerability issues for the organization.

Establishing the objectives and expected benefits is the most important step when developing effective metrics for the measurement of solution delivery, because it defines the purpose, scope, and value of the solution and how it aligns with the business goals and needs. By establishing the objectives and expected benefits, IT leaders can identify the key performance indicators (KPIs) that will measure the progress, quality, and outcomes of the solution delivery. KPIs are specific, measurable, achievable, relevant, and time-bound metrics that track and evaluate the performance of the solution delivery against the objectives and expected benefits. KPIs can also help IT leaders to communicate the value proposition of the solution to the stakeholders, monitor and manage the risks and issues that may affect the solution delivery, and ensure that the solution meets or exceeds the expectations of the customers and users. References := Automation: metrics that measure success, 4 Types of Key Performance Metrics To Track (With Examples), A guide to measuring benefits effectively