| Stakeholder | NFR Domain | Requirement | Example Metric | Phase | Realisation Point | Risk if Missed | 
|---|---|---|---|---|---|---|
| Service Owner | Availability | Ensure agreed uptime and availability targets are met | % uptime per calendar month | Operations | Ongoing in Operations | Service unavailable or SLA breaches | 
| Service Owner | Performance | Maintain service response within acceptable thresholds | Avg response time across core transactions | Operations | Ongoing in Operations | Poor user experience or reduced trust | 
| Service Owner | Financial | Ensure service remains within approved budget | Cost per transaction / monthly spend vs forecast | Operations | Ongoing in Operations | Overspend or financial penalties | 
| Service Owner | Financial | Service cost recovery model is understood and agreed | Cost model document versioned and signed | Project | Before Go-Live | Budget disputes or lack of service ROI clarity | 
| Service Owner | Transition | Confirm operational readiness before go-live | Go-Live checklist signed by Ops teams | Delivery | Before Go-Live | Service fails post-launch | 
| Service Owner | Transition | Confirm training and knowledge handover complete | Handover sign-off, documentation delivery | Delivery | Before Go-Live | Support inefficiency, poor user adoption | 
| Service Owner | Governance | Monitor key performance indicators continuously | KPI dashboard coverage % | Operations | Ongoing in Operations | Underperformance not detected | 
| Service Owner | Governance | Participate in regular service reviews | Review attendance/outputs logged | Operations | Ongoing in Operations | Lack of service alignment or visibility | 
| Service Owner | Retirement | Plan for end-of-life or replacement scenarios | Decommission checklist and timeline agreed | Retirement | At Service Retirement | Legacy risks and unmanaged offboarding | 
| Service Owner | Compliance | Ensure data retention and legal handoff are met | Retention policy applied, audit trail confirmed | Retirement | At Service Retirement | Regulatory non-compliance | 
| Service Desk Lead | Supportability | Enable Tier 1 to resolve 80% of incoming issues | First Contact Resolution (FCR) Rate | Operations | Ongoing in Operations | Overload of Tier 2 and delay in resolution | 
| Service Desk Lead | Performance | Maintain average response time under 30 seconds | Avg initial response time | Operations | Ongoing in Operations | Poor user perception of service quality | 
| Service Desk Lead | Training | Ensure team is trained on all top 10 incident types | Training completion rate | Delivery | Before Go-Live | Increased errors or hand-offs | 
| IT Operations Manager | Availability | Maintain 99.9% uptime of core business services | % Uptime (monthly) | Operations | Ongoing in Operations | Service degradation or escalations | 
| IT Operations Manager | Capacity | Monitor infrastructure capacity proactively | Resource threshold reports | Operations | Ongoing in Operations | Unexpected service failure | 
| IT Operations Manager | Incident Management | Restore normal service within SLA for 95% of P1 incidents | MTTR for P1 | Operations | Ongoing in Operations | Critical service disruption | 
| Monitoring Analyst | Monitoring | Achieve 100% monitoring coverage for Tier 1 services | Coverage rate vs. asset list | Delivery | Before Go-Live | Missed alerts or undetected outages | 
| Monitoring Analyst | Alerting | Define actionable alert thresholds for all monitored assets | % of alerts with resolution playbooks | Delivery | Before Go-Live | Alert fatigue or ignored alerts | 
| Monitoring Analyst | Integration | Ensure monitoring tools integrate with incident system | Alert → ticket conversion rate | Delivery | Before Go-Live | Manual logging and delayed response | 
| Business Continuity Lead | Continuity | Service must be included in the BCP scenario planning | BCP inclusion checklist | Project | Before Go-Live | Service omitted from critical recovery processes | 
| Business Continuity Lead | Recovery | Service must meet RTO and RPO targets in DR tests | DR test results vs. objectives | Operations | Ongoing in Operations | Non-compliance during real incidents | 
| Business Continuity Lead | Awareness | Ensure all key staff know service continuity steps | % trained staff per service area | Operations | Ongoing in Operations | Delayed recovery due to confusion | 
| Configuration Manager | Configuration | Maintain >95% accuracy of CMDB for in-scope services | CMDB accuracy audit result | Operations | Ongoing in Operations | Incorrect impact assessment or troubleshooting delays | 
| Configuration Manager | Compliance | Ensure configuration item relationships are documented | % CIs with defined relationships | Delivery | Before Go-Live | Blind spots in dependency and change risk | 
| Configuration Manager | Monitoring | Monitor and reconcile all discovered CIs weekly | Auto-discovery vs. CMDB delta rate | Operations | Ongoing in Operations | Asset drift and audit failure | 
| Service Level Manager | Availability | Define and document all critical SLAs before go-live | Signed SLA document status | Project | Before Go-Live | Service launched without clear expectations | 
| Service Level Manager | Performance | Review SLA achievement monthly and report exceptions | # of SLA breaches reviewed | Operations | Ongoing in Operations | Underperformance without action | 
| Service Level Manager | Customer Experience | Align SLAs to customer journey stages | Coverage % of touchpoints | Design | During Design | Mismatch between SLA and experience | 
| Change Manager | Change Risk | Categorise 100% of changes using agreed risk model | % of changes with risk score | Delivery | Before Go-Live | Uncontrolled changes and outages | 
| Change Manager | Change Performance | Maintain >85% change success rate | % of changes completed without rollback | Operations | Ongoing in Operations | Service instability | 
| Change Manager | Governance | Ensure CAB reviews cover high-risk items | # high-risk items reviewed by CAB | Operations | Ongoing in Operations | Lack of oversight or surprise issues | 
| Release Manager | Release Integrity | Verify every release has a tested rollback plan | % of releases with rollback test evidence | Delivery | Before Go-Live | Failed releases and extended outages | 
| Release Manager | Deployment Readiness | Validate deployment steps with all teams | Deployment checklist sign-off | Delivery | Before Go-Live | Deployment errors or delays | 
| Release Manager | Supportability | Coordinate release timing with support desk awareness | Release schedule communication status | Delivery | Before Go-Live | Support unprepared for volume or issues | 
| Application Owner | Availability | Application must maintain agreed uptime during business hours | % uptime per app/service | Operations | Ongoing in Operations | Critical app unavailable, business disruption | 
| Application Owner | Performance | Application response time must meet SLA thresholds | Avg response time under peak load | Operations | Ongoing in Operations | Poor user experience or timeouts | 
| Application Owner | Release Readiness | Application changes must be regression tested before release | % of changes with test evidence | Delivery | Before Go-Live | Broken features in production | 
| Network Owner | Connectivity | Maintain internal network latency within defined limits | Avg latency ms (internal links) | Operations | Ongoing in Operations | App lag, video issues, user complaints | 
| Network Owner | Resilience | Critical paths must have redundant connectivity | % of redundant links in place | Project | Before Go-Live | Single point of failure | 
| Network Owner | Monitoring | All core links must be monitored and alerted | Monitoring coverage of backbone | Delivery | Before Go-Live | Undetected outage risk | 
| Middleware Manager | Integration | Middleware must support required throughput under load | Max TPS (transactions/sec) under test | Delivery | Before Go-Live | System bottleneck at integration point | 
| Middleware Manager | Scalability | Ensure horizontal scaling is configured | Auto-scale enabled or tested | Delivery | Before Go-Live | Scaling failure under real usage | 
| Middleware Manager | Reliability | Middleware failure must not cause data loss | # of failed transaction retries | Operations | Ongoing in Operations | Lost updates or service inconsistency | 
| Database Administrator | Performance | Query times must be within 1s for standard queries | Avg query duration (ms) | Operations | Ongoing in Operations | Slow UI or reports | 
| Database Administrator | Backup & Recovery | Daily backups must be successful and tested monthly | Backup success rate, test log | Operations | Ongoing in Operations | Data loss or legal breach | 
| Database Administrator | Security | All DBs must use encrypted connections and access controls | Encryption flag + role audit logs | Delivery | Before Go-Live | Data breach or audit failure | 
| Infrastructure Architect | Scalability | Core infra should scale to expected peak and future growth | Scale plan vs usage forecast | Design | During Design | Capacity constraints or refactor needed | 
| Infrastructure Architect | Resilience | Design must include DR and failover zones | DR readiness checklist | Project | Before Go-Live | No service continuity in incident | 
| Infrastructure Architect | Cloud Governance | Public cloud usage must follow guardrails | Policy compliance report | Operations | Ongoing in Operations | Cost explosion or security issue | 
| Cloud Owner | Cost Management | Cloud workloads must stay within approved monthly budgets | Monthly spend vs budget | Operations | Ongoing in Operations | Unexpected costs or financial exposure | 
| Cloud Owner | Security | Cloud storage and services must follow access policies | Policy compliance report | Delivery | Before Go-Live | Access breach or misconfiguration | 
| Cloud Owner | Availability | Cloud service uptime must meet service tier commitments | Provider SLA achievement % | Operations | Ongoing in Operations | Service outages outside internal control | 
| Platform Engineer | Automation | Infrastructure must be provisioned using IAC templates | % infra provisioned via code | Delivery | Before Go-Live | Manual config drift or inconsistencies | 
| Platform Engineer | Observability | Platform must expose logs, metrics and traces to monitoring | Tool coverage % | Delivery | Before Go-Live | Blind spots in health and debugging | 
| Platform Engineer | Resilience | Platform must tolerate single node or region failure | HA/failover test results | Project | Before Go-Live | Outages or data loss during infra failure | 
| DevOps Lead | CI/CD | All code changes must go through CI pipeline | % of commits via CI/CD | Delivery | Before Go-Live | Uncontrolled deployment risks | 
| DevOps Lead | Deployment Speed | Deployments must complete within defined time windows | Avg deployment duration | Operations | Ongoing in Operations | User disruption or change rollback | 
| DevOps Lead | Rollback Capability | All releases must include validated rollback procedures | % releases with rollback plan | Delivery | Before Go-Live | Stuck deployments or extended downtime | 
| Solution Architect | Scalability | System must handle forecasted user and transaction load | Load test vs capacity plan | Design | During Design | Refactor needed post-launch | 
| Solution Architect | Maintainability | Design should support modular upgrades or patching | Modularity assessment score | Design | During Design | Future changes become risky or costly | 
| Solution Architect | Compliance | Architecture must align to internal governance standards | Architecture review status | Design | During Design | Non-approved patterns or exceptions | 
| Integration Engineer | Interoperability | All integrations must use approved protocols | % APIs using standard protocols | Delivery | Before Go-Live | Incompatibility or system errors | 
| Integration Engineer | Latency | Critical integration calls must return under 500ms | Avg round-trip time | Operations | Ongoing in Operations | Slow response in dependent apps | 
| Integration Engineer | Error Handling | Failed API calls must generate actionable logs | Log coverage and alert rate | Operations | Ongoing in Operations | Undetected or silent failures | 
| Service Integration Manager | Governance | Document integration model with service ownership and SLAs | Signed RACI and SLA integration matrix | Project | Before Go-Live | Disputes or delivery gaps across suppliers | 
| Service Integration Manager | Performance | Validate end-to-end service KPIs across all towers | Tower-aligned KPI dashboard | Operations | Ongoing in Operations | Siloed performance and missed targets | 
| Service Integration Manager | Change Coordination | Synchronise change freeze periods across suppliers | Change calendar alignment status | Delivery | Before Go-Live | Out-of-sync deployments or collisions | 
| Supplier Manager | Contractual Compliance | Suppliers must deliver services per contract terms | Performance vs contract scorecard | Operations | Ongoing in Operations | Under-delivery or legal risk | 
| Supplier Manager | Risk Management | Capture and escalate delivery risks from vendors | Risk log entries and reviews | Operations | Ongoing in Operations | Blind spots in service quality or compliance | 
| Supplier Manager | Transition Readiness | Ensure suppliers meet onboarding requirements before go-live | Supplier onboarding checklist | Delivery | Before Go-Live | Delays in readiness or support gaps | 
| Vendor Representative | Availability | Vendor systems must meet integration SLAs | Availability reports against interface SLAs | Operations | Ongoing in Operations | Downstream service outages | 
| Vendor Representative | Support Responsiveness | Tickets must be triaged within defined SLA window | Initial response time reports | Operations | Ongoing in Operations | Delayed escalations or poor collaboration | 
| Vendor Representative | Incident Transparency | Vendors must provide root cause summaries post-incident | RCA delivery timeliness | Operations | Ongoing in Operations | Unresolved recurring issues | 
| Commercial Governance Lead | Financial Oversight | Track budget vs actuals across all service contracts | Monthly financial variance report | Operations | Ongoing in Operations | Overspend or poor forecasting | 
| Commercial Governance Lead | Compliance | Vendor spend must comply with procurement policy | Auditable procurement report | Operations | Ongoing in Operations | Policy violations or audit exceptions | 
| Commercial Governance Lead | Contract Lifecycle | Ensure contract renewals include updated performance targets | Renewal schedule with new KPI alignment | Project | Before Go-Live | Outdated terms reducing leverage | 
| Project Manager | Planning | Define and document all NFRs before solution build starts | # of NFRs approved by stakeholders | Project | Before Go-Live | Scope misalignment or late design rework | 
| Project Manager | Readiness | Ensure all NFRs are included in test and transition plans | NFR-to-test-case mapping | Delivery | Before Go-Live | Unvalidated or missing capabilities | 
| Project Manager | Traceability | NFRs must be tracked to closure during project lifecycle | NFR tracking log status | Delivery | Immediately Post-Go-Live | Unrealised requirements in production | 
| Architecture Lead | Compliance | Design must comply with approved architectural standards | Architecture board approval log | Design | During Design | Unapproved patterns or security gaps | 
| Architecture Lead | Integration | Design must define all system and data interfaces | Integration model signed off | Design | During Design | Integration failure at build or test | 
| Architecture Lead | Flexibility | Ensure future extensibility and modularity is feasible | Modularity assessment score | Design | During Design | Lock-in or costly changes later | 
| Business Owner | Experience | Key NFRs must reflect user pain points and success factors | # NFRs aligned to user journeys | Project | Before Go-Live | Mismatch between solution and need | 
| Business Owner | Benefits Realisation | NFRs must be linked to outcome metrics | # NFRs tied to KPIs or OKRs | Delivery | Immediately Post-Go-Live | No evidence of impact post-launch | 
| Business Owner | Transition Assurance | Stakeholders must agree that NFRs are met pre-launch | Stakeholder NFR sign-off status | Delivery | Before Go-Live | Resistance or dissatisfaction post-handover | 
| Security Lead | Security | All data at rest and in transit must be encrypted | % systems with encryption enabled | Delivery | Before Go-Live | Data exposure or breach | 
| Security Lead | Access Control | Privileged access must be role-based and auditable | Access control audit result | Operations | Ongoing in Operations | Policy violations or insider risk | 
| Security Lead | Regulatory Alignment | System must comply with relevant industry/data laws | Regulatory checklist pass rate | Project | Before Go-Live | Legal liability or fines | 
| Governance Board Member | Oversight | Key NFRs must be reviewed at each governance gate | NFR gate review evidence | Project | Before Go-Live | Gaps in critical design or transition decisions | 
| Governance Board Member | Strategic Alignment | NFRs must align with enterprise strategy and policy | # NFRs linked to strategic objectives | Design | During Design | Misaligned delivery effort | 
| Governance Board Member | Accountability | Ensure assigned roles for each NFR are approved | NFR ownership matrix completion | Project | Before Go-Live | No single point of accountability | 
| CIO / Strategy Lead | Performance Management | All NFRs must be traceable to measurable performance | # NFRs linked to metrics | Delivery | Immediately Post-Go-Live | Inability to prove value | 
| CIO / Strategy Lead | Portfolio Governance | Service NFRs must not conflict across overlapping projects | Cross-NFR impact review held | Design | During Design | Conflicting requirements cause delivery clashes | 
| CIO / Strategy Lead | Resilience Strategy | Ensure organisation-wide resilience patterns are applied | # of services using resilience standards | Design | During Design | Inconsistent availability or recoverability | 
| Product Owner | Value Alignment | Ensure NFRs align to product vision and roadmap | # NFRs mapped to features/goals | Project | Before Go-Live | Misaligned delivery or stakeholder rejection | 
| Product Owner | Prioritisation | NFRs must be ranked alongside functional backlog items | Prioritisation record in backlog | Project | Before Go-Live | Ignored non-functional constraints | 
| Product Owner | Benefit Tracking | Track delivery of NFRs that drive key outcomes | # of NFRs linked to benefit metrics | Delivery | Immediately Post-Go-Live | No proof of value for key design elements | 
| Risk Manager | Risk Control | NFRs must be assessed for operational and regulatory risk | # of NFRs with risk classification | Project | Before Go-Live | Unknown exposure across service | 
| Risk Manager | Mitigation Planning | Every high-risk NFR must include a mitigation plan | % of critical NFRs with mitigation logged | Delivery | Before Go-Live | Residual risk unmanaged | 
| Risk Manager | Monitoring | Ongoing risks associated with NFRs must be tracked and reviewed | Risk log with status updates | Operations | Ongoing in Operations | Undetected risk impact in live environment | 
| QA/Test Manager | Coverage | All NFRs must be linked to test cases | # NFRs with test case traceability | Delivery | Before Go-Live | Key quality attributes not validated | 
| QA/Test Manager | Test Performance | Execute performance/load/security tests per NFR requirements | % test success rate vs NFR thresholds | Delivery | Before Go-Live | Poor performance or missed vulnerabilities | 
| QA/Test Manager | Reporting | NFR test results must be shared during transition readiness | Availability of NFR test reports | Delivery | Before Go-Live | Gate reviews passed with poor test evidence | 
| HR Business Partner | Capability Readiness | Staff must be in place and trained for live support | Staffing level vs support model | Project | Before Go-Live | Support teams underprepared | 
| HR Business Partner | Role Clarity | Support and delivery teams must understand their role in sustaining NFRs | % of staff briefed on NFR expectations | Delivery | Immediately Post-Go-Live | Unclear ownership leads to SLA breaches | 
| HR Business Partner | Retention Planning | Support continuity must be considered in resource planning | Attrition risk coverage plan | Operations | Ongoing in Operations | Loss of key personnel creates delivery gaps | 
| Training Lead | Knowledge Transfer | Training must cover usage and operation of NFR-driven capabilities | Training coverage vs system feature list | Delivery | Before Go-Live | User errors or misuse of services | 
| Training Lead | Accessibility | Training materials must be available in approved formats and languages | Content format coverage % | Delivery | Before Go-Live | Compliance or accessibility issue | 
| Training Lead | Evaluation | Training effectiveness must be validated post-go-live | Post-training assessment scores | Operations | Immediately Post-Go-Live | Gaps in understanding persist | 
| UX Designer | User Experience | System must support intuitive interactions and low friction journeys | Usability test success rate | Design | During Design | User dissatisfaction or drop-off | 
| UX Designer | Accessibility | Design must comply with WCAG 2.1 accessibility standards | Accessibility compliance audit | Design | During Design | Exclusion of user groups | 
| UX Designer | Consistency | UI components must align with enterprise standards | Design system adherence rate | Design | During Design | Visual inconsistency or brand misalignment | 
| Finance Manager | Cost Predictability | NFRs must be supported by realistic cost models | Variance between estimated and actual NFR cost | Project | Before Go-Live | Budget shocks at delivery or ops | 
| Finance Manager | Sustainability | Ongoing NFR-driven costs must be budgeted | Opex forecast including NFR impact | Operations | Ongoing in Operations | Funding gaps for operational services | 
| Finance Manager | Value Assurance | Major NFR spend must be linked to measurable ROI | % NFRs with benefit-to-cost ratio | Project | Before Go-Live | Spending not aligned with business goals | 
| Legal Advisor | Regulatory Compliance | NFRs must meet contractual and legal obligations | # of NFRs linked to regulatory clauses | Project | Before Go-Live | Violation of legal terms | 
| Legal Advisor | Data Sovereignty | Ensure data processing NFRs comply with local laws | # of systems geo-aligned with policy | Delivery | Before Go-Live | Non-compliance or legal exposure | 
| Legal Advisor | IP/Contractual Review | Legal must review NFRs that affect vendor or customer agreements | Review status of legal-sensitive NFRs | Project | Before Go-Live | Clause breaches or unmanaged commitments | 
| Stakeholder | NFR Domain | Requirement | Example Metric | Phase | Realisation Point | Risk if Missed | 
🔒 SPARA Pro — Coming Soon
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SPARA Pro is a new subscription tier designed for serious practitioners, project teams, and performance leaders. As a subscriber, you’ll gain access to:
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🔍 Full access to all Toolshed artifacts 
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📂 Filterable, searchable, and exportable data tables 
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💡 Guidance on how to apply SPARA tools in real projects 
Your support helps fund the development of the SPARA framework — keeping the Body of Knowledge open and high-quality, while expanding the practical tools available to the community.
SPARA Pro launches soon. Stay tuned for details and early supporter rewards.
