IIBA CBAP Certified Business Analysis Professional Exam Practice Test

A flowchart is a business analysis technique that graphically depicts the steps or actions involved in a process or workflow. A flowchart consists of four main components: activities, decisions, forks, and joins. Activities are the tasks or steps that are performed in the process. Decisions are the points where a choice must be made between two or more alternatives. Forks are the points where the flow splits into two or more parallel paths. Joins are the points where two or more paths converge. Attributes are not a component of flowchart, but rather a term used to describe the characteristics or properties of an entity or object in a data model. 

An independent task is a task that does not rely on other activities, and no other activities rely on this task completing. An independent task can be performed at any time during the project, as long as it meets the project objectives and requirements. An independent task has no dependencies or constraints with other tasks. An analysis task is a task that involves examining, evaluating, and interpreting information to identify and understand the problem, need, or opportunity. An analysis task may rely on other activities, such as elicitation, documentation, or validation, and other activities may rely on this task completing, such as design, development, or testing. An analysis task may have dependencies or constraints with other tasks. A predecessor task is a task that must be completed before another task can start or finish. A predecessor task has a logical or sequential relationship with another task, which is called a successor task. A predecessor task may affect the start or end date, duration, or resources of the successor task. A dependent task is a task that relies on another task to start or finish. A dependent task has a logical or sequential relationship with another task, which is called a predecessor task. A dependent task may be affected by the start or end date, duration, or resources of the predecessor task. References: CBAP® Handbook, CBAP® Exam Prep Study Guide, Project Management Institute

A change request is not one of the three inputs the business analyst will use as he prepares for requirements elicitation. A change request is a document that proposes a modification to the project scope, schedule, budget, or quality after the project has been initiated. A change request is usually submitted by a stakeholder who wants to add, remove, or change a requirement or a feature of the project. A change request is not an input for preparing for requirements elicitation, but rather an output of the requirements management process12.

The other options are the three inputs the business analyst will use as he prepares for requirements elicitation. They are3:

Solution scope: The solution scope defines the boundaries and features of the solution that will address the business need. It helps the business analyst to focus on the relevant requirements and to avoid scope creep.

Business need: The business need is the problem or opportunity that the project aims to solve or exploit. It aligns with the strategic goals and vision of the organization. It helps the business analyst to understand the purpose and value of the project and to elicit the stakeholder needs and expectations.

Stakeholder list: The stakeholder list identifies and categorizes the people or groups who have an interest or influence in the project. It helps the business analyst to plan the appropriate elicitation techniques, communication methods, and stakeholder engagement strategies.

References:

Change Request - IIBA®

Change Request - PMI

Prepare for Elicitation - IIBA®

The requirements management plan is a document that describes how the requirements will be elicited, analyzed, documented, validated, and managed throughout the project. The requirements management plan also defines the criteria and process for prioritizing the requirements, based on factors such as value, risk, urgency, dependency, and stakeholder preference. The requirements management plan guides the business analyst through the process of prioritizing the requirements and ensuring that they are aligned with the project objectives and the stakeholder needs. References: BABOK Guide v3, page 36; CBAP / CCBA Certified Business Analysis Study Guide, page 74.

A model is a representation of a concept or system that is used to help people understand, change, or simulate the concept or system. A model can have various purposes, such as categorizing and creating hierarchies of items, defining boundaries for business domains, and showing business logic. However, a model does not define the risk and reward for the requirements, as this is a function of the business analysis approach and the stakeholder analysis. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Business Analysis Planning and Monitoring, p. 133

BABOK® Guide, Section 9.1: Plan Business Analysis Approach, p. 100

BABOK® Guide, Section 9.2: Conduct Stakeholder Analysis, p. 104

 An assumption is a factor that is considered to be true, real, or certain for the purpose of planning, analysis, or evaluation, without having absolute proof or evidence. Assumptions are made when there is uncertainty or ambiguity about the future state of the organization or the solution. Assumptions can affect the feasibility, viability, and desirability of the solution, as well as the risks and benefits associated with it. The business analyst must document the assumptions and their characteristics and risks, in case they prove to be invalid or inaccurate, and impact the solution performance or outcome. References: BABOK Guide v3, page 36; CBAP / CCBA Certified Business Analysis Study Guide, page 74.

A schedule variance report is a report that shows the difference between the planned and actual schedule of a project. It indicates whether the project is ahead of, on, or behind schedule, and by how much. It also identifies the causes of the schedule variance and the corrective actions needed to bring the project back on track. A status report is a report that provides an overview of the current state of the project, including the scope, schedule, cost, quality, risks, issues, and deliverables. A delay report is a report that documents the reasons for a delay in the project, the impact of the delay, and the mitigation strategies to minimize the delay. A cost variance report is a report that shows the difference between the planned and actual cost of a project. It indicates whether the project is under or over budget, and by how much. It also identifies the causes of the cost variance and the corrective actions needed to control the project cost. References: CBAP® Handbook, CBAP® Exam Prep Study Guide, Project Management Institute

A current state domain model is a visual representation of the existing business domain, including the entities, attributes, relationships, and rules that define the current situation. A current state domain model can help identify opportunities for improvement by highlighting the gaps, issues, or inefficiencies in the current domain. A current state domain model can also help validate the solution scope with business and technical stakeholders by providing a common understanding of the current domain and its boundaries. A current state domain model can also help assist stakeholders in understanding the current state by showing the structure and logic of the current domain in a simple and clear way. However, a current state domain model cannot help the business analyst create Pareto charts for process improvement, as Pareto charts are a different type of analysis tool that show the frequency and impact of different types of problems or causes. Pareto charts are not based on the current state domain model, but rather on the data collected from the current processes or activities. References: BABOK Guide v3, page 123; CBAP / CCBA Certified Business Analysis Study Guide, page 181.

 The communications management plan is a document that defines the approach, methods, frequency, and responsibilities for communicating with the stakeholders throughout the business analysis process. The communications management plan also specifies how the business analysis communications will be stored, distributed, updated, and disposed of at the end of the project. Therefore, the business analyst must follow the communications management plan to determine what to do with all of the communication documents created as part of the project.

The other options are incorrect because they do not reflect the best practice for managing the business analysis communications. All formal communication must not be destroyed once the project is completed, as they may contain valuable information and lessons learned that can be used for future reference or audit purposes. All communications must not be documented and passed onto the solution’s project manager for analysis and to serve as supporting detail, as this may create unnecessary duplication, confusion, and overhead. The project manager may not be the best person to analyze and use the business analysis communications, as they may have different objectives and perspectives than the business analyst. All communications must not be archived and will become part of the organizational process assets, as this may not be appropriate or feasible for all types of communication. Some communication may be confidential, sensitive, or irrelevant for the organization, and may not need to be archived or shared with others. References:

BABOK® Guide, p. 29, 32

CBAP / CCBA Certified Business Analysis Study Guide, p. 45, 48

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 2, Video: “Business Analysis Planning and Monitoring”

 Scope and Plan Initiation is the first step towards creating a business continuity plan. A business continuity plan is a document that describes how an organization will continue to operate during and after a disruption or disaster. A business continuity plan covers the strategies, actions, resources, and procedures that are needed to ensure the continuity of critical business functions and processes. Scope and Plan Initiation is the process of defining the scope, objectives, approach, and deliverables of the business continuity plan. It involves identifying the key stakeholders, roles, responsibilities, and expectations for the business continuity planning project. It also involves developing a project plan, a communication plan, and a risk management plan for the business continuity planning project. Scope and Plan Initiation helps to establish the direction, scope, and boundaries of the business continuity plan, and to align the expectations and involvement of the stakeholders12. Business Continuity Plan Development is the second step towards creating a business continuity plan. It is the process of developing the content and structure of the business continuity plan. It involves conducting a business impact assessment, a risk assessment, a business continuity strategy analysis, and a business continuity plan design. It also involves documenting, reviewing, and validating the business continuity plan. Business Continuity Plan Development helps to create a comprehensive and effective business continuity plan that addresses the impacts, risks, strategies, and actions for the continuity of the critical business functions and processes12. Business Impact Assessment is a sub-process of Business Continuity Plan Development. It is the process of analyzing the potential impacts of a disruption or disaster on the organization’s business functions and processes. It involves identifying the critical business functions and processes, their dependencies, their recovery objectives, and their recovery priorities. Business Impact Assessment helps to determine the scope and requirements of the business continuity plan, and to prioritize the recovery efforts based on the impact and urgency of the business functions and processes12. Plan Approval and Implementation is the last step towards creating a business continuity plan. It is the process of obtaining the approval and endorsement of the business continuity plan from the senior management and the key stakeholders. It also involves implementing the business continuity plan by conducting training, awareness, testing, and maintenance activities. Plan Approval and Implementation helps to ensure the acceptance and support of the business continuity plan, and to enhance the readiness and capability of the organization to execute the business continuity plan12. References: CBAP® Handbook, Business Continuity Planning - iiba.org

Writing the business case is a process of documenting the justification for initiating a project or a solution, based on the estimated costs, benefits, and risks. The inputs to this process are the business need, the assumptions and constraints, the stakeholder concerns, and the solution scope. The business need defines the problem or opportunity that the project or solution will address. The assumptions and constraints are the factors that affect the feasibility and viability of the project or solution. The stakeholder concerns are the expectations, issues, or interests of the stakeholders that may influence the project or solution. The solution scope defines the features and functions of the product or service that will meet the business need and the stakeholder concerns. Requirements verification is not an input to this process, but rather an output of the verify requirements process, which is part of the requirements analysis and design definition knowledge area. References: BABOK Guide v3, page 25; CBAP / CCBA Certified Business Analysis Study Guide, page 69.

 Requirements prioritization is the process of assigning relative importance and urgency to the requirements based on various factors, such as business value, stakeholder needs, risk, dependency, and feasibility. Requirements prioritization helps to define the solution scope by determining which requirements are essential, which are desirable, and which are optional for the solution. Requirements prioritization can be used with both plan-driven and change-driven approaches to business analysis, depending on the level of certainty and stability of the requirements. Requirements prioritization does not depend on the stakeholder importance, but rather on the stakeholder agreement and alignment on the requirements. References:

BABOK® Guide, p. 54-55

CBAP / CCBA Certified Business Analysis Study Guide, p. 164-165

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 1, Video: “Requirements Prioritization”

The plan business analysis activities process involves defining the tasks and resources needed to perform the business analysis work. The inputs to this process are the business analysis approach, the organizational process assets, the stakeholder list, roles, and responsibilities, and the business analysis performance assessment. The list of identified risks is not an input to this process, but rather an output of the identify risks process, which is part of the business analysis planning and monitoring knowledge area. References: BABOK Guide v3, page 37; CBAP / CCBA Certified Business Analysis Study Guide, page 75.

Business rules analysis is a business analysis technique that involves identifying, analyzing, and documenting the rules that govern how an organization operates and makes decisions. Business rules analysis can help an organization to adapt to the change economy, new technologies, and an increase in competition by ensuring that the rules are aligned with the organizational goals and objectives, and that they are consistent, transparent, and flexible. Business rules analysis can also help to identify any gaps, conflicts, or redundancies in the existing rules, and to propose new or revised rules that can improve the organizational performance and efficiency. References: BABOK Guide v3, page 142; CBAP / CCBA Certified Business Analysis Study Guide, page 191.

 Work performance information is the input of Monitor and Control Risks that acquires information from performance measurements and evaluates it to provide variance analysis and forecasting. Work performance information includes information such as the status of deliverables, implementation status for change requests, and forecasted estimates to complete. This information helps the business analyst to monitor and control the risks associated with the project and the solution. References: BABOK® Guide, p. 116; Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3, Week 2, Video: “Risk Analysis and Management”

Problem tracking is not a technique for conducting elicitation, but rather a technique for managing requirements. Problem tracking is used to identify, document, and resolve issues that arise during the business analysis process. Problem tracking helps to ensure the quality and validity of the requirements and the solutions. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, p. 177

BABOK® Guide, Section 4.2: Conduct Elicitation, p. 106-107

BABOK® Guide, Section 4.6: Manage Requirements, p. 121-122

The opportunity cost is the value of the best alternative forgone when choosing one option over another. In this case, the opportunity cost of choosing solution A is the value of solution B minus the value of solution A, which is $565,000 - $456,000 = $109,000. This means that by choosing solution A, the organization is giving up the potential benefit of $109,000 that could have been gained from solution B. References: CBAP Certification Study Guide v3.0, page 33; BABOK Guide v3, page 16.

A sponsor is a stakeholder who has the authority and responsibility to initiate, approve, support, and fund a project or a solution that will address a business need. A sponsor is also the primary decision maker and the ultimate owner of the project or the solution. A sponsor can help to define the business need, the solution scope, and the business case, as well as to authorize the actions needed to meet the identified business need. Robert needs to identify the sponsor as the stakeholder who will be responsible for authorizing the actions needed in order to meet the identified business need. References: BABOK Guide v3, page 50; CBAP / CCBA Certified Business Analysis Study Guide, page 158.

 Decision analysis is a technique of evaluating the possible outcomes of different alternatives and choosing the best one based on the criteria and preferences of the stakeholders. Decision analysis can be used to assess potential risks that may impact the solution and the cost and benefits associated with it, by using methods such as decision trees, decision tables, or expected value analysis. Decision analysis can help to select the optimal solution that maximizes the value and minimizes the risk for the organization. References: BABOK Guide v3, page 130; CBAP / CCBA Certified Business Analysis Study Guide, page 185.

The future value of the requirements is not a factor that will help with the decision analysis approach to the requirements prioritization process. The future value of the requirements is the expected benefit or return that the requirements will provide in the long term, which may depend on various assumptions and uncertainties. The future value of the requirements is not a reliable or objective criterion for comparing and selecting the best decision for the requirements outcome.

The other three factors are essential for the decision analysis approach to the requirements prioritization process. The values, goals, and objectives that are relevant to the requirements are the desired outcomes and criteria that the stakeholders want to achieve or satisfy with the solution. The consequences of each possible decision are the impacts and risks that each option will have on the organization and its stakeholders. The nature of the decision that must be made is the type and complexity of the decision, such as whether it is strategic, operational, or tactical, and whether it involves multiple alternatives, trade-offs, or uncertainties. These factors help the business analyst to evaluate and compare the options and to select the best one that maximizes the value and minimizes the risk of the solution. References:

BABOK® Guide, p. 66-67

CBAP / CCBA Certified Business Analysis Study Guide, p. 133

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 2, Video: “Business Analysis Planning and Monitoring”

 The kinesthetic learning approach is a style of learning that involves physical movement, hands-on activities, and experimentation. Kinesthetic learners prefer to learn by doing rather than by reading, listening, or watching. They learn best by experiencing the topic through simulations, role-plays, demonstrations, exercises, or games. They also benefit from frequent breaks, movement, and feedback. The other statements describe different learning approaches. The learners who learn best by reading and pondering are verbal learners. The learners who learn best by seeing the topic in a model or through storyboards are visual learners. The learners who are not interested in the topic unless they can immediately apply it to their lives or jobs are pragmatic learners. References: Learning Styles: The Four Modalities, Learning Styles and the Business Analyst, Learning Styles and the CBAP Exam

Rough order of magnitude (ROM) cost estimating is a process of estimating the costs of the proposed solutions with a high level of uncertainty, usually in the range of -25% to +75%. ROM cost estimating is used to compare the feasibility and affordability of different solutions and to support decision making. ROM cost estimating is not a detailed or accurate process, but rather a quick and approximate way of assessing the costs of the solutions. References: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 6: Requirements Analysis, page 202. Certified Business Analysis Professional (CBAP®) Handbook, page 6.

The creative thinking process is a technique to generate and evaluate new ideas for solving problems or improving situations. The effectiveness of the creative thinking process can be measured by three values: novelty, usefulness, and feasibility1. Novelty refers to how original, unique, or different the ideas are. Usefulness refers to how well the ideas address the problem or opportunity. Feasibility refers to how practical, realistic, or implementable the ideas are. Generating a pre-determined number of new ideas for a business solution is not a measurement of effective creative thinking, as it does not reflect any of these values. The quantity of ideas is not as important as the quality of ideas in terms of novelty, usefulness, and feasibility. References: BABOK® Guide

1: https://www.iiba.org/globalassets/standards-and-resources/babok/babok-guide-v3.pdf

 Verify scope is a process to determine the completeness of the project work and to gain the customer’s acceptance to move the project forward. Verify scope involves reviewing the deliverables and comparing them with the requirements and the scope baseline. It also involves obtaining the formal acceptance of the deliverables from the customer or sponsor. Verify scope helps to ensure that the project meets the expectations and needs of the customer or sponsor, and to avoid scope creep or rework12. Phase gate review is a process to evaluate the progress and performance of the project at predefined points or milestones. Phase gate review involves assessing the deliverables, risks, issues, and resources of the project against the criteria and objectives of each phase. It also involves deciding whether to continue, terminate, or modify the project. Phase gate review helps to ensure that the project is aligned with the business strategy and value, and to control the quality and scope of the project13. Inspection of key results is a process to measure and evaluate the quality and effectiveness of the project work and deliverables. Inspection of key results involves checking the work and deliverables for defects, errors, or deviations from the standards and specifications. It also involves identifying and implementing corrective actions to improve the quality and effectiveness of the work and deliverables. Inspection of key results helps to ensure that the project meets the quality requirements and standards, and to prevent or reduce the cost of poor quality14. Quality control is a process to monitor and control the quality of the project work and deliverables. Quality control involves performing quality audits, inspections, tests, and measurements to verify that the work and deliverables conform to the quality requirements and standards. It also involves identifying and implementing quality improvements to enhance the quality of the work and deliverables. Quality control helps to ensure that the project satisfies the customer or sponsor expectations and needs, and to increase the customer or sponsor satisfaction1 . References: CBAP® Handbook, CBAP® Exam Prep Study Guide, Project Management Institute, Inspection of Key Results - iiba.org, [Quality Control - iiba.org]

 Issue tracking is a technique to capture and assign responsibility for issues and stakeholder concerns that pose an impact to the solution. It helps to monitor the status and resolution of issues throughout the project lifecycle. Problem tracking is not a valid term in the BABOK® Guide. RTM stands for Requirements Traceability Matrix, which is a technique to track the relationships among requirements and other project artifacts. Baselining is a technique to establish an approved version of a requirements package or other deliverable as a basis for future development or change control. References: CCBA® and CBAP® Certifications Study Guide, CBAP® Handbook, [BABOK® Guide]

https://www.iiba.org/globalassets/standards-and-resources/babok/babok-guide-v3.pdf

 A parametric estimate is an estimate that uses a mathematical formula or model to calculate the time, cost, or resources required for a project or activity based on historical data and known variables. In this scenario, the 25 workstations per hour represents a parametric estimate of the productivity of the project team, which can be used to determine the total duration and cost of the installation. A parametric estimate is usually more accurate and reliable than other estimation techniques, such as expert judgment or analogy, as it is based on objective and quantifiable data. References:

CBAP Certification Study Guide v3.0, page 33

BABOK Guide v3, page 16

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3, Week 3, Video: “Project Management Concepts”

 A requirements management plan is a business analysis plan that defines and describes the process to be followed in managing the solution scope and requirements. It includes the following items12:

The requirements structure and traceability

The requirements prioritization and approval process

The requirements change control process

The requirements communication and reporting process

The requirements validation and verification process

The requirements configuration management process

The requirements reuse and disposal process

A requirements management plan is an important component of the business analysis plan, as it helps to ensure that the requirements are aligned with the business needs and objectives, and that they are delivered and maintained in a consistent and effective way. References:

Requirements Management Plan - IIBA®

Requirements Management Plan Template

The conduct elicitation activity is a technique to understand stakeholder needs and identify potential solutions that may meet those needs. It involves guiding stakeholders and collaborating with them through the elicitation activity, doing research or running experiments, and capturing elicitation outcomes1. The captured outcomes should be recorded in a format that is clear, consistent, and accessible for future reference and analysis. Text messages sent via a secured mobile phone are not an acceptable element for requirements documentation, as they are not easily retrievable, traceable, or verifiable. Written documents, visual or audio recordings, and whiteboards are acceptable elements for requirements documentation, as long as they are properly stored, labeled, and managed2. References: Conduct Elicitation - iiba.org, Conducting elicitation activity – The Functional BA

Quality is the degree to which a set of inherent characteristics fulfills requirements, according to the BABOK® Guide (p. 7). Quality is also defined as the extent to which a product or service meets the customer’s expectations and needs. Quality can be measured by various criteria, such as functionality, reliability, usability, efficiency, maintainability, and portability. Regulation, project phase, and scope are not related to the definition of quality. References:

BABOK® Guide, p. 7

CBAP / CCBA Certified Business Analysis Study Guide, p. 14

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 1, Video: “Introduction to Business Analysis”

 A requirements package is a document that contains a set of requirements that have been analyzed, refined, and formatted to meet the needs of various stakeholders. The primary goal of developing a requirements package is to communicate the requirements effectively and efficiently to the intended audience. A requirements package may include different levels of detail, different types of requirements, different formats and structures, and different supporting information depending on the stakeholder’s needs and preferences. A requirements package should be clear, concise, consistent, complete, correct, and testable. References:

Certified Business Analysis Professional Handbook, page 24

BABOK Guide, page 121

 Assessing the capability gaps is the business analysis process that involves comparing the current state and the future state of an organization to identify the gaps or differences that must be addressed by a solution. This process helps to understand the root causes of the problems, the needs and opportunities for improvement, and the feasibility and scope of the solution. In this question, the NGQ Company wants to analyze its ability to meet an identified business need, which implies that there is a gap between its current and desired performance. Therefore, assessing the capability gaps is the appropriate process to complete for the organization. References:

CBAP® Handbook, page 14, section 4.1.2.2

BABOK® Guide, page 30, section 3.2.1

CBAP / CCBA Certified Business Analysis Study Guide, page 94, section 3.2.1

Business Analysis Process Flow: Step by Step Tutorial, step 3. Analyze all the project relevant documents

 Videoconferencing is a communication technique that allows business analysts to interact with stakeholders who are not collocated. It enables real-time audio and visual communication, which can facilitate collaboration, feedback, and decision making. Videoconferencing can also help build rapport and trust among stakeholders, as well as reduce travel costs and time. Videoconferencing is one of the many communication techniques that business analysts can use to elicit information and collaborate with stakeholders in different geographical locations1234. References: 1: How to create a business analysis communication plan - Lucidchart 2: Business Analysis Techniques: Eliciting Information and Collaborating with Stakeholders 3: Key sets of BA: analysis and communication techniques - Exposit 4: Communication strategy for stakeholder engagement – SustaiNet

According to the BABOK® Guide, the purpose of the Assess Proposed Solution task is to determine how well a proposed solution meets the business need and to identify any gaps, risks, or shortcomings before committing resources to its implementation. This task involves evaluating the solution against the requirements, the solution scope, and the solution acceptance criteria. Paul is performing this task by examining a single solution to determine its business value and feasibility. References: BABOK® Guide v3, Section 6.4: Assess Proposed Solution; CBAP® Handbook, Section 4: Review the Exam Blueprint.

 Functional is not a characteristic of a requirement, but a type of requirement. A functional requirement describes what the system or solution should do, such as the features, functions, behaviors, or capabilities1. A characteristic of a requirement is a quality or attribute that makes the requirement good or effective. There are different sources that list different characteristics of a requirement, but some of the common ones are: clear, complete, consistent, correct, feasible, modifiable, unambiguous, and testable2345. These characteristics help to ensure that the requirement is well-defined, understood, verified, and validated. References:

Functional vs Non-functional Requirements: What’s the Difference?

1.4 Characteristics of a Good Requirement - InformIT

How To Write a Good Requirement? 14 Qualities | Insights Spotter

Needs and Solutions, Requirements and Designs - IIBA®

Effectively! – Requirement Characteristics - ArgonDigital

 The project manager is the stakeholder who is responsible for writing the project scope. The project scope is a document that defines the work that needs to be done to deliver the project, including the objectives, deliverables, milestones, resources, and constraints. The project manager is the person who leads and coordinates the project team, plans and monitors the project activities, manages the project risks and issues, and communicates with the project stakeholders. The project manager works closely with the business analyst, who is responsible for writing the solution scope, which defines the features and functions of the solution that will address the business need. The project manager also consults with the domain subject matter expert, the implementation subject matter expert, and the sponsor, who are stakeholders who provide input, feedback, and approval for the project scope and the solution scope. References:

Project Scope Management: What It is and Why It’s Important, paragraph 2

What is Project Scope? Definition, Example, & Project Scope …, paragraph 1

Project Scope vs. Solution Scope: What’s the Difference?, paragraph 1

[Project Manager vs. Business Analyst: What’s the Difference?], paragraph 1

The number of communication channels in a project is an indicator of the complexity of communication among the stakeholders. It is calculated by using the following formula1:

Number of communication channels = N x (N - 1) / 2

Where N = Number of stakeholders

In this case, N = 435, so the number of communication channels is:

435 x (435 - 1) / 2 = 188,790

Therefore, the correct answer is A. 188,790. References:

Communication Channels in Project Management: Formula & Examples

Number of Communication Channels (+ PMP® Formula & Calculator)

The type of project or initiative affects the business analysis duties that need to be performed, as different types of projects may require different approaches, techniques, deliverables, and stakeholders. For example, a software development project may have different business analysis needs than a business process improvement project. The business analyst should plan the business analysis process according to the project type and its characteristics, such as scope, complexity, risk, methodology, and lifecycle. References:

A Checklist for Business Analysis Planning

Business Analysis Process Flow: Step by Step Tutorial

What is Business Analysis? Process & Techniques

How do you plan a business analysis approach?

Solution components are the parts of the physical architecture that implement the solution requirements. They include business processes, business policies, business rules, software applications, hardware devices, data structures, and other elements that constitute the solution. Solution components are identified and defined during the design process, and they are allocated to the requirements during the allocate requirements process. The purpose of allocating requirements to solution components is to ensure that each requirement is fulfilled by one or more solution components, and that each solution component contributes to one or more requirements123.

Assessment of proposed solution is not a solution component, but a technique that evaluates the feasibility, desirability, and suitability of a solution option. Assessment of proposed solution is used during the enterprise analysis process, which involves defining the business need, assessing the capability gaps, determining the solution approach, defining the solution scope, and defining the business case. The purpose of assessing the proposed solution is to compare the expected benefits and costs of the solution option, and to identify the risks, assumptions, and dependencies that may affect the solution delivery456. References: 1: BABOK® Guide v3, section 7.2 Allocate Requirements, page 254 2: CBAP / CCBA Certified Business Analysis Study Guide, chapter 7, page 243 3: Allocation and Traceability7 4: BABOK® Guide v3, section 3.4.5.1 Assessment of Proposed Solution, page 75 5: CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 122 6: Business Analysis Techniques: Assessing the Proposed Solution, page 27

Total cost of ownership (TCO) is a financial estimate that helps consumers and enterprise managers determine direct and indirect costs of a product or system. TCO goes beyond the initial purchase price or implementation cost to consider the full cost of an asset over its useful life. It is a key concept in the business analysis tasks of enterprise analysis and solution assessment and validation. TCO can help evaluate the feasibility and viability of different solution options and compare them with the business need and expected benefits. References:

IIBA BABOK Guide v3, p. 30, 176, 264

CBAP 150 Practice Questions Flashcards, Question 1

Production Costs: What They Are and How to Calculate Them - Investopedia

Cost of Solution vs. Cost of Problem · Jens Oliver Meiert

Benchmarking is a business analysis approach that involves comparing one’s own performance, processes, or products with those of other organizations, especially the best performers or industry leaders, to identify gaps and opportunities for improvement. Benchmarking can help business analysts understand the competitive landscape, identify best practices, set realistic goals, and measure progress. In this question, Sally and her business analysis team are using benchmarking to determine what the competition is offering and how they can increase their revenue by remaining competitive. References:

CBAP® Handbook, page 15, section 4.1.2.3

BABOK® Guide, page 32, section 3.2.3

CBAP / CCBA Certified Business Analysis Study Guide, page 96, section 3.2.3

What is a Competitive Analysis — and How Do You Conduct One?

According to the BABOK Guide, defining the business needs is the process of identifying the ends that the organization is seeking to achieve. Business goals and objectives are statements of the desired outcomes of the change initiative that align with the organization’s strategy and vision. They provide the context for identifying and evaluating alternative solutions that can satisfy the business needs. Alternative identification, solution assessment, and requirements are parts of other processes that follow defining the business needs. References:

BABOK Guide, Chapter 5: Strategy Analysis, Section 5.1: Define the Business Need, p. 100-101

CBAP Certification Study Guide v3.0, Chapter 5: Strategy Analysis, Section 5.1: Define the Business Need, p. 5-3 to 5-4

A RACI chart is a tool that helps to define and clarify the roles and responsibilities of different stakeholders in a project or a process. It stands for Responsible, Accountable, Consulted, and Informed, which are the four types of tasks or activities that stakeholders can be involved in. A RACI chart is a matrix that lists the tasks or activities in the left column and the stakeholders or roles in the top row. For each task or activity, the RACI chart indicates who is Responsible, Accountable, Consulted, or Informed by using the letters R, A, C, or I. A RACI chart can help to improve communication, collaboration, and accountability among stakeholders, and to avoid confusion, duplication, or conflict of roles. A RACI chart can be used as part of the stakeholder analysis process, which is the process of identifying, categorizing, and assessing the stakeholders of a project or a process, and understanding their needs, expectations, and interests.

References:

RACI Chart - a how to guide to using RACI, paragraph 1

How the RACI Matrix Streamlines Stakeholder Engagement, paragraph 1

Stakeholder Wrangling 101: The RACI Framework, paragraph 1

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 30, section 2.51

The business analysis approach is a plan that describes how the business analysis activities will be performed, including the deliverables, the team roles, the analysis techniques, the communication methods, the change management process, and the stakeholder engagement strategy. The business analysis approach does not define the requirements for solutions acceptance, which are the criteria that the solution must meet to be accepted by the stakeholders. The requirements for solutions acceptance are part of the solution scope, which is an output of the enterprise analysis tasks, not the business analysis approach. References:

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 24, section 2.21

[CBAP Certification Study Guide v3.0], Chapter 4: Requirements Life Cycle Management, Section 4.1: Plan Business Analysis Approach, page 4-22

Business Analysis Approach, paragraph 1

 A business analysis plan is a document that describes the scope of work, the deliverable Work Breakdown Structure (WBS), the activity list, and estimates for the business analysis activities. It also includes the business analysis approach, the roles and responsibilities of the business analyst and other stakeholders, the communication plan, the requirements management plan, the change management plan, and the risk management plan12. A business analysis plan is an important input for the business analysis execution and monitoring process, as it helps to guide and control the business analysis work, and to ensure that the business analysis deliverables meet the quality standards and stakeholder expectations3.

The other options are not correct. A project management plan is a document that describes how the project will be executed, monitored, and controlled. It covers the project scope, schedule, cost, quality, resources, communication, risk, procurement, and stakeholder management. An implementation plan is a document that describes how the solution will be deployed, transitioned, and integrated into the business operations. It covers the implementation strategy, schedule, resources, tasks, roles, responsibilities, risks, and issues. A requirements management plan is a document that describes how the requirements will be elicited, analyzed, documented, validated, verified, prioritized, traced, and maintained throughout the project lifecycle. It is a component of the business analysis plan, not a separate document. References:

Business Analysis Plan - IIBA®

Business Analysis Planning and Monitoring - IIBA®

Business Analysis Execution and Monitoring - IIBA®

[Project Management Plan - PMI]

[Implementation Plan - PMI]

[Requirements Management Plan - IIBA®]

A capabilities gap assessment is a process of identifying and analyzing the gaps between the current and desired capabilities of an organization. It helps to determine what new capabilities are needed to achieve the business goals and objectives, and to seize the business opportunities1. A business opportunity is the chance to take advantage of an occurrence in the market for business gain. It involves some kind of favourable condition that can be used to create and implement ideas and innovations, solve problems, and maximize profits2.

If an organization does not have the necessary resources and technology to seize a business opportunity, the most likely course of action is to launch a new project. A project is a temporary endeavor undertaken to create a unique product, service, or result3. By launching a new project, the organization can allocate the required resources and technology, define the project scope, schedule, and budget, and deliver the desired outcome. A new project can also help the organization to close the capabilities gap, improve its performance, and gain a competitive advantage in the market.

The other options are less likely or not feasible. Hiring additional resources or contractors may not be enough to close the capabilities gap, as they may not have the relevant skills, knowledge, or experience. Moreover, hiring may incur additional costs and risks for the organization. Moving onto the next opportunity may not be a wise decision, as it may result in losing a valuable chance to grow the business and satisfy the customer needs. Therefore, launching a new project is the best course of action for the organization. References:

Capabilities Based Assessment (CBA) - AcqNotes

What Is Business Opportunity? – Importance, Types … - Feedough

Project Management Basics: What Is a Project? | PMI

Mitigation is not a category of risk tolerance, but rather a strategy for reducing the probability or impact of a risk. Risk tolerance refers to the degree of uncertainty that a stakeholder is willing to accept in relation to the achievement of the project or solution objectives. According to the BABOK® Guide1, there are three categories of risk tolerance associated with the stakeholders: risk-averse, risk-neutral, and risk-seeking. These categories are based on how much risk the stakeholders can tolerate and how they perceive the potential rewards of taking risks.

Risk-averse stakeholders prefer to avoid risks or minimize their exposure. They tend to choose safer options that have lower returns but higher certainty. They may require more analysis and evidence before making decisions or approving requirements.

Risk-neutral stakeholders are indifferent to risks and rewards. They base their decisions on the expected value of the outcomes, regardless of the uncertainty involved. They may accept higher risks if they are compensated by higher returns, or lower risks if they are accompanied by lower returns.

Risk-seeking stakeholders prefer to take risks or maximize their exposure. They tend to choose riskier options that have higher returns but lower certainty. They may be willing to accept lower levels of analysis and evidence before making decisions or approving requirements.

References:

CBAP® Handbook, page 6, section 4. Review the Exam Blueprint, under Requirements Analysis and Design Definition, task 5.1: Prioritize Requirements

BABOK® Guide, page 33, section 4.2.1: Prioritize Requirements

Risk Tolerance - Overview, Factors, and Types of Tolerance

Applying stakeholder risk tolerance strategies in business

Stakeholder analysis is performed as soon as a business need is identified, as this is the first step in the business analysis process. Stakeholder analysis helps to identify who are the people or groups that have an interest or influence in the project, what are their needs and expectations, and how to engage them effectively. Stakeholder analysis is essential for defining the project scope, objectives, requirements, risks, and success criteria. Stakeholder analysis is also an ongoing process that should be revisited throughout the project lifecycle, as stakeholders may change or new ones may emerge12. References:

Stakeholder Analysis: Overview, Tools and Techniques - KnowledgeHut

How to Perform a Stakeholder Analysis | Lucidchart

 A stakeholder map is a strategic tool that helps to identify and analyze the stakeholders involved in a project or business initiative. It shows the level of interest, influence, power, and impact of each stakeholder, as well as their expectations, needs, and concerns. A stakeholder map also illustrates how the stakeholders are related to each other and to the solution, and how they may affect or be affected by the project outcomes. A stakeholder map can help to plan and manage stakeholder engagement, communication, and collaboration throughout the project lifecycle1234. References: 1: Stakeholder Analysis and Mapping: Getting Started Smartsheet1 2: What Is A Stakeholder Analysis? Everything You Need To Know2 3: Mastering Stakeholder Mapping: An Essential Guide for Stakeholder …4 4: Stakeholder Mapping | What is Stakeholder Mapping + Examples - Boréalis5

Prioritizing requirements by the likelihood of success is a technique that can help build confidence and trust among the project stakeholders, especially if the project is complex, risky, or has a long duration. By delivering some of the requirements that have a high chance of success early in the project, the business analyst can demonstrate the value of the project and the effectiveness of the business analysis process. This can also help reduce resistance to change and increase user satisfaction and adoption. Some of the other factors that can be used to prioritize requirements are business value, urgency, dependency, risk, cost, and effort. References:

Certified Business Analysis Professional (CBAP) Handbook, page 6, section 4. Review the Exam Blueprint.

BABOK Guide v3, page 34, section 4.2.3. Prioritize Requirements.

 A solution approach is a description of the proposed method for delivering a solution that meets the business need. It is one of the outputs of the enterprise analysis tasks, along with business need, capability gaps, solution scope, and business case. A solution approach defines the type, nature, and complexity of the solution, and provides a high-level view of how the solution will be implemented. It also identifies the major components, features, and functions of the solution, as well as the key stakeholders, risks, assumptions, and constraints. A solution approach helps to evaluate the feasibility and viability of different solution options and compare them with the business need and expected benefits. References:

IIBA BABOK Guide v3, p. 30, 176, 264

An Overview of Enterprise Analysis - Modern Analyst

How Do You Know When You Are Doing Enterprise Analysis

To calculate the break-even point, we need to compare the total costs of the internal solution and the vendor’s solution over time. The internal solution has a higher initial cost ($78,000) and a higher monthly cost ($8,765) than the vendor’s solution ($61,000 and $7,990 respectively). Therefore, the internal solution will take longer to break even with the vendor’s solution. The formula for the break-even point is:

Break-even point = (Initial cost difference) / (Monthly cost difference)

Plugging in the numbers, we get:

Break-even point = ($78,000 - $61,000) / ($8,765 - $7,990) Break-even point = $17,000 / $775 Break-even point = 21.94 months

Rounding up to the nearest whole month, we get 22 months as the break-even point. References: This question is based on the concept of financial feasibility analysis, which is part of the business analysis planning and monitoring knowledge area in the BABOK® Guide. Financial feasibility analysis is the process of comparing the costs and benefits of different solutions to determine the optimal one for the organization. One of the techniques for financial feasibility analysis is break-even analysis, which calculates the point in time when the costs of a solution equal the benefits of the solution. You can find more information about financial feasibility analysis and break-even analysis in the following sources:

BABOK® Guide, section 3.4.5.5, pages 76-77

CBAP / CCBA Certified Business Analysis Study Guide, chapter 3, pages 85-86

Certified Business Analysis Professional™ (CBAP®) | Coursera, course 2, week 3, video 3.3

A business case is a document that clearly identifies the reasoning for initiating a project to justify the resources required. It is written to justify the resources required for the project (money or effort) and align the project objectives to the business needs. It also includes the costs, benefits, and risks of the proposed solution, and compares it with alternative options1. A business case is an important input for the project initiation and approval process, as it helps the decision makers to assess the value and feasibility of the project2.

To write a business case, you need four main inputs: feasibility study, assumptions and constraints, business need, and solution options3. A feasibility study is an analysis that evaluates the technical, economic, social, and environmental aspects of the project, and determines whether it is viable and worth pursuing4. Assumptions and constraints are factors that affect the project scope, cost, schedule, and quality, and that need to be identified and documented in the business case. Assumptions are things that are believed to be true or certain, while constraints are things that limit or restrict the project5. Business need is the problem or opportunity that the project aims to address, and that aligns with the strategic goals and vision of the organization. Solution options are the different ways of solving the business need, and their respective costs, benefits, and risks.

Stakeholder concerns are not an input for writing a business case, but rather an output of stakeholder analysis. Stakeholder analysis is a process of identifying and prioritizing the people or groups who have an interest or influence in the project, and understanding their needs, expectations, and perspectives. Stakeholder concerns are the issues or challenges that the stakeholders face or anticipate in relation to the project, and that need to be addressed or resolved. Stakeholder concerns are important for defining the requirements, managing the communication, and ensuring the stakeholder satisfaction, but they are not directly used for writing the business case. References:

How to Write a Business Case (Template Included) - ProjectManager

How to Write a Business Case | Smartsheet

Business Case Examples, explained in simple language - Chase Consulting

Feasibility Study: Definition, Methods, and Examples

Project Assumptions and Constraints: Examples and Differences

[Business Need - IIBA®]

[Solution Options - IIBA®]

[Stakeholder Analysis: Overview, Tools and Techniques - KnowledgeHut]

[Stakeholder Concerns - IIBA®]

 Scope modeling is a technique that can be used to establish appropriate boundaries for the solution, as it describes the essence of one or more boundaries and places components inside or outside those boundaries. Scope modeling can help to define the scope of control, change, solution, or need for the project. Scope modeling can also help to identify the in-scope and out-of-scope elements, as well as the relationships and dependencies among them. Scope modeling can provide the foundation for understanding the scope of the solution and the value it delivers to the organization12. Scope modeling can be represented as a blend of diagrams, matrices, and textual descriptions, such as context diagrams, use case models, Venn diagrams, etc134. References: 1: Scope modelling in business analysis – The Functional BA1 2: 10.41 Scope Modelling | IIBA®2 3: Business Analysis Scope Modeling Training | Netmind Course3 4: How Should a Business Analyst Define “Project Scope?”4

 Functional decomposition is the analysis of complex systems by breaking them down into smaller simpler elements. It involves breaking down processes, systems, functional areas, or deliverables into simpler components, so that each part can be analyzed separately12. By breaking down larger components into smaller parts, it allows the organization to measure and track each work effort involved in implementing the solution. It also helps in the assessment of the effectiveness of each sub-component as it relates to other larger or smaller components3. Functional decomposition is a technique used in business analysis to facilitate the understanding and management of large and complex processes2. It is also used in systems engineering, software architecture, database theory, machine learning, and a variety of other fields2. References: 1: Functional decomposition in business analysis – The Functional BA 2: Functional Decomposition: Definition, Diagrams, and Applications 3: 10.22 Functional Decomposition | IIBA®

 An assumption is a factor that is considered to be true, real, or certain without proof or demonstration. In this case, the vendor’s belief about the hardware delivery date is an assumption because it is not verified or guaranteed. The other options are not assumptions, but rather requirements, constraints, or criteria that the business solution must meet. References: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 2: Business Analysis Planning and Monitoring, page 62. Certified Business Analysis Professional (CBAP®) Handbook, page 6.

The implementation approach is a component of the solution scope that describes how the chosen solution approach will deliver the solution scope. The solution approach is the method or process that will be used to implement the solution, such as a predictive or adaptive approach. The solution scope is the set of capabilities and features that the solution must provide to meet the business need1. The implementation approach explains how the solution approach will be applied to achieve the solution scope, such as the phases, activities, tasks, deliverables, and resources involved. The implementation approach also considers the risks, issues, assumptions, and constraints that may affect the implementation process23.

The other options are not correct. A. The implementation approach is not described in terms of the major features and functions that are to be included, as this is part of the solution scope, not the implementation approach. B. The implementation approach does not define major business and technical dependencies that impose constraints to the effort to deploy the solution, as this is part of the risk analysis, not the implementation approach. C. The implementation approach does not describe the new capabilities required to meet the business need, as this is part of the solution scope, not the implementation approach. References:

Solution Scope - IIBA®

Defining the Business Analysis Approach in 2023 | Free Template

Business Analysis Planning and Monitoring - IIBA®

Scenario and uses cases and user stories are conduct stakeholder analysis techniques that identify stakeholder roles that may serve as a useful starting point for identifying actors and roles. These techniques describe how stakeholders interact with the solution or the business process, and what their goals, needs, and expectations are. By creating scenarios and use cases and user stories, the business analyst can identify the primary and secondary stakeholders, as well as their roles and responsibilities. These techniques can also help to elicit, validate, and prioritize the requirements, as well as to communicate and collaborate with the stakeholders1234. References: 1: Scenarios, Use Cases, and User Stories1 2: Business Analysis Techniques: Eliciting Information and Collaborating with Stakeholders2 3: Use Cases and Scenarios3 4: User Stories4

 Customer-facing activities are those that directly involve or affect the customers, such as sales, service, support, or marketing. These activities should be consistent across the organization, as consistency is a key factor for customer satisfaction and loyalty12. Customers expect to have the same level of service and quality every time they interact with a business, regardless of the channel, location, or employee. If some employees perform customer-facing activities in a different format than the others, it can create confusion, frustration, or distrust among the customers, and potentially damage the business reputation and revenue34. Therefore, this is a problem that can be addressed as part of an improvement opportunity. Jane, as a business analyst, can use passive observation to identify the variations in the customer-facing activities, and then analyze the root causes, impacts, and possible solutions. She can also use other techniques, such as interviews, surveys, or focus groups, to gather feedback from the customers and the employees, and understand their needs and expectations. She can then propose recommendations to standardize the customer-facing activities, and ensure that they align with the business goals, values, and policies5. References:

The three Cs of customer satisfaction: Consistency, consistency, consistency | McKinsey

How to create consistency in customer service | Zapier

How To Improve Customer Focus Using 8 Key Strategies

Consistent Communication: A Must-Have For Your Customer Service Team - Forbes

Important Client-Facing Skills: Definition and Examples

 Risk Data Quality Assessment is a technique that evaluates the degree to which the data about individual project risks is useful for risk management. It involves examining the extent to which the risk data is accurate, reliable, timely, complete, and realistic. This helps to determine the quality and credibility of the information used for risk analysis and response planning. References:

BABOK® Guide v3, section 11.6.5.8, page 417

CBAP® Exam Prep Study Guide, chapter 9, page 339

CBAP® Certification Study Guide v3.0, chapter 9, page 301

Mind mapping is a technique that involves creating a visual representation of information, using a central idea and branching out to related topics, subtopics, and details. Mind mapping can help the BA to identify and categorize which information is to be managed, as it allows the BA to organize, structure, and classify information in a hierarchical and logical way. Mind mapping can also help the BA to discover gaps, overlaps, and relationships among information, and to communicate information effectively to stakeholders. The other options are not the best techniques for this objective, as they are more focused on tracking the status, behavior, or appearance of items, creating a working model of a solution, or observing the actions and interactions of stakeholders. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

Option D shows the correct use of the include relationship between the three use cases. This means that the “Pass a two-factor authentication” use case is a mandatory part of both the “Change system parameters” and the “Setup new supervisor” use cases, and it always occurs whenever either of them is executed. The arrow points from the base use case to the included use case, as per the UML notation. Option C is incorrect because it uses the protect relationship, which is a non-standard extension of the UML notation. It indicates that the “Pass a two-factor authentication” use case is a security requirement for the other two use cases, but it does not specify how or when it is executed. Options A and B are incorrect because they use the extend relationship, which means that the “Pass a two-factor authentication” use case is an optional extension of the other two use cases, and it only occurs under certain conditions. This does not reflect the requirement that the two-factor authentication is mandatory for both functions. References:

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 10: Techniques, pp. 424-425.

[UML 2.5 Specification], Chapter 18: Use Cases, pp. 637-638.

According to the BABOK Guide, “prioritization is the process of ranking requirements in order of importance or urgency”. However, not all requirements can be prioritized at the same time, especially if they are not stable or well-defined. In such cases, the BA should leave the priority unfilled until the requirements are clarified and agreed upon by the stakeholders. This will avoid premature decisions that may lead to rework, conflicts, or missed expectations. The BA should also communicate the rationale for leaving the priority unfilled and the criteria for assigning it later. References: BABOK Guide, Version 3, Section 6.2.4.3, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8, Page 287

 The BA is performing an enterprise assessment, which is the process of evaluating the current state and capabilities of the enterprise in relation to the desired future state and the proposed solution. An enterprise assessment can include reviewing the existing processes, tools, systems, culture, structure, and strategy of the enterprise, and identifying their strengths, weaknesses, opportunities, and threats. An enterprise assessment can help the BA to determine the feasibility, readiness, and risks of adopting a potential solution, and to recommend the appropriate change strategy and transition plan. The other options are not the best answers, as they are more specific types of assessments that focus on a particular aspect of the enterprise, such as the stakeholders, the organization, or the operations. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

A capability-centric view is a type of view that analyzes the current state of an organization based on its capabilities, which are the abilities and skills that enable the organization to achieve its goals and objectives. A capability-centric view helps to identify the strengths and weaknesses of the organization, as well as the opportunities and threats in the external environment. By proposing a change that leverages the existing capabilities of the organization, such as manufacturing vending machines, and adapts them to a new market segment, such as mobile device users, the BA used a capability-centric view to analyze the current manufacturer’s state.

The other options are not correct because they do not match the type of view that the BA used. A data-centric view is a type of view that analyzes the current state of an organization based on its data, which are the facts and information that support the organization’s operations and decision-making. A data-centric view helps to identify the sources, quality, and usage of data, as well as the data requirements and gaps. A process-centric view is a type of view that analyzes the current state of an organization based on its processes, which are the activities and tasks that transform inputs into outputs. A process-centric view helps to identify the inputs, outputs, resources, and performance of processes, as well as the process improvements and optimizations. A people-centric view is a type of view that analyzes the current state of an organization based on its people, which are the stakeholders who are involved in or affected by the organization’s activities and outcomes. A people-centric view helps to identify the roles, responsibilities, relationships, and needs of the people, as well as the people management and engagement strategies.

References:

[BABOK Guide v3], Section 6.1: Analyze Current State, p. 158-159

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 3: Business Analysis: Strategy Analysis, Week 1: Strategy Analysis, Video: Current State Analysis

What is Strategic Analysis? 8 Best Strategic Analysis Tools + Examples, Blog Post, July 2023

A change in the requirement is a situation where the requirement is different from what was originally agreed upon by the stakeholders. This can happen due to various reasons, such as changing business needs, stakeholder feedback, regulatory changes, or technical constraints. To assess the change, the BA needs to conduct an impact analysis using traceability, which is a technique that involves identifying and documenting the relationships among requirements, stakeholders, solution components, and other artifacts. Traceability can help the BA to determine the scope, cost, schedule, quality, and risk implications of the change, and to communicate them to the relevant stakeholders for approval or rejection. The other options are not the best actions for assessing the change, as they are more suitable for different purposes, such as closing a defect that is not a defect, evaluating the potential threats and opportunities of the change, or finding the underlying cause of the defect. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

Data mining is a technique that involves analyzing large data sets to discover patterns and trends that can provide useful information or insights123

The BA used data mining to find the source of the increase in claims by examining the documentation of the 1000 claims that were filed during the pilot period. The BA found that the majority of the claims were caused by severe winter storms in one region of the country, which were beyond the control of the customers.

Document analysis is a technique that involves reviewing and evaluating existing documents to elicit information and identify requirements.

The BA did not use document analysis to find the source of the increase in claims because this technique is more suitable for analyzing the content and structure of the documents, not the data within them.

Survey is a technique that involves collecting information from a sample of stakeholders using a predefined set of questions.

The BA did use survey to understand the customer feedback and preferences on the site and the promotions, but not to find the source of the increase in claims. The survey did not ask the customers about the reasons for their claims or the impact of the winter storms.

Decision modelling is a technique that involves defining and analyzing the criteria, options, and outcomes of a decision.

The BA did not use decision modelling to find the source of the increase in claims because this technique is more suitable for evaluating the alternatives and consequences of a decision, not the causes and effects of a problem.

 The BA failed to consider the informal relationships that exist among the stakeholders, such as the communication channels, the influence networks, the power dynamics, and the cultural norms that may affect the acceptance and adoption of the solution. Informal relationships are often not reflected in the formal organizational structure, but they can have a significant impact on the behavior and performance of the stakeholders. The BA should have identified and analyzed the informal relationships as part of the stakeholder analysis and change management activities, and should have designed the solution to accommodate or leverage them. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

Performance variance is the difference between the actual and expected results of a business activity or process. In this case, the business sponsor expected that the promotions would be viewed by at least 30% of the customers and that they would help reduce claims. However, the actual results showed that only 5% of the customers viewed the promotions and that claims increased by 20%. The business sponsor wanted to understand the reasons for this discrepancy and how to improve the effectiveness of the promotions.

The relationship quality criterion that this represents is unambiguous, as it means that the requirements are clear, consistent, and have only one interpretation. Having unambiguous relationships among requirements helps to avoid confusion, conflicts, and errors in the requirements architecture. It also facilitates traceability, validation, and verification of the requirements. References: The answer can be verified from the following sources:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 4: Requirements Analysis and Design Definition, p. 113-114; Chapter 6: Requirements Life Cycle Management, p. 205-206.

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 118-119.

The timing of business analysis work in this project should be defined by the overall project schedule, which is the plan that outlines the sequence and duration of project activities and tasks. The business analysis work should be aligned with the project schedule to ensure that the deliverables are completed on time and within the scope and budget of the project. The business analyst should also consider the dependencies, risks, and constraints that may affect the timing of business analysis work, such as the availability of stakeholders, the complexity of requirements, the quality of data, and the change management process. The business analyst should communicate and coordinate with the project manager and the solution consultants to ensure that the business analysis work is integrated with the project schedule and meets the expectations of the sponsor and the PGA staff.

References:

BABOK Guide v3, Section 3.2: Plan Business Analysis Approach, p. 48-49

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 51-52

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Communication, Week 2: Planning the Business Analysis Approach, Video: Planning the Business Analysis Work

Business Analysis Governance is the set of processes, rules, and decision-making rights that define how business analysis work is performed and how business analysis deliverables are approved and managed. It also defines the roles and responsibilities of the business analysis stakeholders and how they collaborate and communicate. In a predictive approach, change requests are usually subject to formal approval and impact analysis, which can be time-consuming and burdensome for the project manager. The business analyst could propose to revisit the Business Analysis Governance approach and suggest ways to streamline or simplify the change management process, such as delegating some approval authority, prioritizing or grouping change requests, or adopting a more adaptive approach that allows for more flexibility and feedback. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 59-60; BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Governance, p. 40-41.

The timing of business analysis work is the most impacted element by the organization’s change from a waterfall methodology to an agile approach. This is because the waterfall and agile methods have different ways of planning, executing, and delivering business analysis work.

In a waterfall method, the business analysis work is done in a sequential and linear manner, following predefined phases and milestones. The requirements are elicited, analyzed, and documented upfront, before the design and development stages. The changes to the requirements are minimized and controlled, and the deliverables are verified and validated at the end of the project. The timing of business analysis work is fixed and predictable, but it may also be rigid and inflexible.

In an agile method, the business analysis work is done in an iterative and incremental manner, following short cycles of development and feedback. The requirements are elicited, analyzed, and documented continuously, along with the design and development stages. The changes to the requirements are welcomed and managed, and the deliverables are verified and validated throughout the project. The timing of business analysis work is variable and adaptable, but it may also be challenging and uncertain.

Therefore, the business analyst (BA) needs to adjust the timing of business analysis work according to the agile method, which involves:

Breaking down the requirements into smaller and manageable chunks, called user stories or features, that can be delivered in each iteration or sprint

Prioritizing and refining the requirements backlog, which is the list of all the requirements that need to be addressed in the project, based on the business value and stakeholder feedback

Collaborating and communicating with the project team and stakeholders frequently and effectively, using various techniques and tools, such as daily stand-ups, retrospectives, demos, etc.

Adapting and responding to the changing requirements and business needs, using various techniques and tools, such as change requests, impact analysis, traceability, etc.

References:

[BABOK Guide v3], Section 2.4: Plan Business Analysis Work, p. 24-27

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 43-44

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Monitoring, Week 1: Introduction to Business Analysis Planning and Monitoring, Video: Waterfall vs. Agile

Agile vs. Waterfall | Pros, Cons, and Key Differences - ProductPlan

Root cause analysis is a technique that involves identifying and addressing the underlying causes of a problem or an issue, rather than the symptoms or the effects. Root cause analysis can help the BA to identify the solution limitations, which are the internal factors that prevent the solution from delivering its full business value. By finding and eliminating the root causes of the problem, the BA can improve the quality and performance of the solution, and prevent the problem from recurring. The other options are not the best techniques for identifying the solution limitations, as they are more focused on identifying and managing the external factors that affect the solution, such as risks, stakeholders, criteria, or rules. References: Task: Assessing Solution Limitations, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, BABOK Guide

The BA should recommend implementing a system that coordinates order processing activities in advance with all trips. This approach aims to ensure that orders are ready for loading when the trucks arrive, eliminating the waste of both the truck’s and driver’s time. By aligning order preparation with delivery schedules, the distributor can optimize resource utilization and improve efficiency. References: I need to search for specific references from Business Analysis Professional (CBAP) Learning documents or resources to provide an exact source.

The type of analysis that would help the BA gain approval to proceed with creating this type of training program for this team is cost benefit analysis, as this is a technique that helps to compare the expected costs and benefits of a proposed solution or change. Cost benefit analysis can help the BA to demonstrate the value and feasibility of the training program, as well as the potential risks and impacts of not implementing it. By showing the positive return on investment and the alignment with the business objectives and needs, the BA can persuade the decision makers and stakeholders to approve the training program. References: The answer can be verified from the following sources:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 7: Strategy Analysis, p. 232-233; Chapter 10: Cost Benefit Analysis, p. 352-355.

Business Analysis for Practitioners: A Practice Guide, Chapter 6: Solution Evaluation, p. 159-160.

The lead BA should implement key performance measures to identify areas of improvement, as this is the most effective way to assess the current state of the business analysis practices and the value they deliver to the organization. Key performance measures are quantifiable indicators that reflect the critical success factors of a project, process, or activity. They can be used to evaluate the quality, efficiency, and effectiveness of the business analysis deliverables and outcomes, as well as the satisfaction and engagement of the stakeholders. By measuring and analyzing the key performance indicators, the lead BA can identify the gaps, issues, and opportunities for improvement in the business analysis practices, and propose solutions to enhance them.

The other options are not the best actions to take. A BA time tracking system may help to monitor the effort and duration of the business analysis activities, but it does not provide information on the quality and value of the deliverables and outcomes. Templates for BAs to use may help to standardize and document the business analysis deliverables, but they do not ensure the alignment and agreement of the requirements and the stakeholder needs. Workload plans of the BA may help to manage the resources and priorities of the business analysis activities, but they do not measure the impact and benefits of the business analysis outcomes. References: The answer can be verified from the following sources:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 2: Business Analysis Planning and Monitoring, p. 40-41, 48-49, 51-52.

Business Analysis for Practitioners: A Practice Guide, Chapter 4: Requirements Life Cycle Management, p. 93-94, 97-98.

The EA is interested in how the existing solution integrates with other data sources, such as the asset management system. Therefore, the requirement should specify how the incident records are linked to the equipment records in the asset management system. Option D does that by stating that the incident records use the Equipment ID as a foreign key to relate to the equipment records. Option A is too vague and does not indicate how the association is established. Option B implies that the incident records duplicate the equipment information, which is not desirable for data integrity and consistency. Option C does not specify where the Equipment ID comes from or how it is used to link the incident records to the equipment records. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, page 223.

CBAP / CCBA Certified Business Analysis Study Guide | Wiley, Chapter 6: Requirements Analysis and Design Definition, page 223.

Key performance indicators (KPIs) are a technique that involves defining and measuring specific, quantifiable, and relevant indicators of the performance and progress of a program, project, or solution. KPIs can help to validate the desired outcomes by:

Comparing the actual results of the solution against the expected or target results, such as the increase in sales and customer retention

Evaluating the effectiveness and efficiency of the solution in achieving the business objectives and meeting the stakeholder needs

Identifying the strengths and weaknesses of the solution and the areas for improvement or optimization

Communicating and reporting the performance and value of the solution to the stakeholders and the decision-makers

Some examples of KPIs that could be used to validate the desired outcomes of the restructured pricing model are:

Sales growth rate: The percentage change in sales over a given period of time

Customer retention rate: The percentage of customers who remain loyal to the company over a given period of time

Customer lifetime value: The net profit generated by a customer over the duration of their relationship with the company

Customer satisfaction score: The degree to which customers are satisfied with the company’s products, services, and interactions

References:

[BABOK Guide v3], Section 7.5: Validate Solution, p. 186-187

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Solution Assessment and Validation, p. 211-212

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 4: Business Analysis: Solution Evaluation, Week 2: Solution Performance Assessment, Video: Solution Performance Metrics

Key Performance Indicators (KPIs) - Definition, Types & Examples, Blog Post, June 2023

 In the context of a parcel tracking solution, non-functional requirements are crucial as they define the system’s performance, security, usability, etc., ensuring that the solution adds value to both the business and its customers. These requirements ensure that the system is efficient, reliable, and secure and meets user expectations in terms of experience while aligning with legal and regulatory standards. References: The answer can be verified from the following sources:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 4: Requirements Analysis and Design Definition, p. 115-116; Chapter 5: Requirements Classification Schema, p. 174-175.

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 120-121, 127-128.

The BA should recommend to gather more information from the individuals who had errors when they attempted to sign on, as this would help to identify and resolve the root cause of the problem. The BA could use techniques such as interviews, surveys, or observation to collect feedback from the affected users, and to understand their needs, expectations, and challenges. The BA could also analyze the system event log to find out the details and frequency of the errors, and to determine if they are related to the user’s behavior, the system’s design, or the environment’s conditions. By gathering more information, the BA could propose and implement appropriate solutions to improve the overall performance of the pilot application. The other options are not the best recommendations for improving the performance, as they may not address the underlying problem, or may introduce new risks or issues. For example, sending a reminder of the user ID and password may not help if the users already know them, or may compromise the security of the system. Automating the login process may not be feasible or desirable, as it may require significant changes to the system or the user’s preferences. Extending the pilot to more people may not improve the performance, but may worsen it, as more users may encounter the same errors or create more workload for the system. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

future state will

be defined at a level of detail that:

• allows for competing strategies to achieve the future state to be identified

and assessed,

• provides a clear definition of the outcomes that will satisfy the business

needs,

• details the scope of the solution space,

• allows for value associated with the future state to be assessed, and

• enables consensus to be achieved among key stakeholders.

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 5: Strategy Analysis, p. 176-177; Chapter 10: Root Cause Analysis, p. 356-359.

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 122-123, 129-130.

An operational assessment is an input that is required to perform the assessment of enterprise limitations. An operational assessment is a technique that evaluates the current state of the business operations and identifies the gaps, issues, and opportunities for improvement. An operational assessment can help to determine how the solution will affect the existing business processes, policies, procedures, roles, and responsibilities, and how these factors may limit the value realization of the solution. An operational assessment can also help to identify the dependencies, assumptions, constraints, risks, and issues that may arise from the implementation of the solution and how they can be addressed or mitigated.

The other options are not inputs for the assessment of enterprise limitations, but rather outputs or outcomes of the task. Potential value is the expected benefit that the solution will provide to the enterprise and the stakeholders, and it is determined by comparing the current state and the future state of the enterprise. Solution performance analysis is a technique that measures and evaluates the actual performance of the solution against the expected performance and the business objectives. Organizational structure is the arrangement of the roles, responsibilities, and relationships within the enterprise, and it may be affected or changed by the solution.

References:

[BABOK Guide v3], Section 8.4: Assess Enterprise Limitations, p. 206-207

Measure Solution Performance, Task Card: Assess Enterprise Limitations, p. 2

How to assess enterprise limitations – The Functional BA, Blog Post, November 2019

 A data dictionary is a technique that is used to define the data elements of a system or a domain. It provides detailed information about the attributes of each data element, such as name, description, type, format, length, range, default value, validation rules, relationships, and constraints. A data dictionary helps to ensure a common understanding of the data elements among the stakeholders and to maintain consistency and accuracy in the data usage and manipulation. A data dictionary can be used to complement a class diagram, which is a graphical representation of the classes and their associations in an object-oriented system or domain. References: The answer can be verified from the following sources:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 9: Data Modeling, p. 326-331; Chapter 10: Data Dictionary, p. 332-335.

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 123-124, 129-130.

The driver’s average throughput is 0.6 tons/hour. To deliver 100 tons of merchandise, the total hours required would be ( \frac{100 \text{ tons}}{0.6 \text{ tons/hour}} = 166.67 \text{ hours} ). If there are 15 drivers, then each driver would need to work ( \frac{166.67 \text{ hours}}{15 \text { drivers}} = 11.11 \text { hours/driver} ). However, since the options provided do not include 11, and it is not possible for a driver to work a fraction of an hour in this context, we round down to the nearest whole number which gives us option B: 9 hours per day. References: This answer and explanation are inferred from general mathematical calculations as specific references from Business Analysis Professional (CBAP) Learning documents or resources were not provided.

Dependencies are the relationships among requirements that indicate that one requirement is reliant on another requirement for its implementation, verification, or validation. Dependencies can influence the prioritization of requirements, as some requirements may need to be implemented before others to ensure the functionality, quality, or feasibility of the solution. In this case, the requirement ‘parsing of data’ must be implemented before other requirements, which means that it has a dependency relationship with them. Therefore, the BA has given this requirement a high priority to reflect its importance and urgency. References: Prioritization techniques in business analysis, CBAP / CCBA Certified Business Analysis Study Guide, BABOK Guide

An onion diagram is a technique that helps to identify and analyze the stakeholders involved in a project or a solution. It consists of a series of concentric circles that represent different levels of stakeholder influence and interest. The innermost circle contains the core stakeholders who have the highest influence and interest, such as the project team and the sponsor. The outermost circle contains the peripheral stakeholders who have the lowest influence and interest, such as the regulators and the competitors. The circles in between contain the primary and secondary stakeholders who have varying degrees of influence and interest, such as the customers, the suppliers, the partners, etc. An onion diagram helps to ensure that everyone who needed to be included has been considered and engaged appropriately.

References:

[BABOK Guide v3], Section 2.2: Identify Stakeholders, p. 16-17

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 48-49

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Monitoring, Week 2: Plan Business Analysis Governance, Video: Stakeholder Identification Techniques

Onion Diagram - Stakeholder Mapping, Blog Post, June 2018

Verification is the process of evaluating the stated requirements to ensure that they are well-formed, consistent, complete, correct, and aligned with the organizational standards for business analysis. Verification is usually done by the BA or a peer reviewer before presenting the requirements to the stakeholders for validation or acceptance. Verification helps to ensure the quality and accuracy of the requirements, and to avoid errors, ambiguities, or misunderstandings. The other options are not the states that the BA is attempting to move the requirements into, as they are more related to the evaluation of the requirements against the business need, stakeholder expectations, or solution design. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

The BA needs to perform a root cause analysis to analyze the performance of the application and provide recommendations. A root cause analysis is a technique that involves identifying and addressing the underlying causes of a problem or an issue, rather than the symptoms or the effects. A root cause analysis can help the BA to find out why the solution implemented three months ago has decreased performance as the volume of transactions has increased, and to propose and implement appropriate solutions to improve the performance and prevent the problem from recurring. The other options are not the best actions for the BA to take, as they are more suitable for different purposes, such as measuring the performance, evaluating the alternatives, or reviewing the existing metrics, rather than finding the root cause of the problem. References: Task: Assessing Solution Limitations, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, BABOK Guide

The governance approach defines the roles and responsibilities of the stakeholders involved in the business analysis activities, including who has the authority to make decisions and approve deliverables. In this case, the Director of Human Resources is not the decision maker, but one of the stakeholders who needs to be consulted and informed. The final decision should be made by those who have the decision-making authority as per the governance approach, which may include the sponsor, the Director of Finance, or other senior managers. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 67

BABOK Guide, Version 3, Section 2.4: Governance, page 29

The appropriate model type to assist the stakeholders in testing the performance and visual aspects of requirements 3 through 11 is a usability prototype. A usability prototype is a model that simulates the look and feel of the user interface of the solution, such as the layout, navigation, colors, fonts, and graphics. A usability prototype can help the stakeholders to evaluate the user experience, the ease of use, the accessibility, and the satisfaction of the solution. A usability prototype can also help to identify and resolve any usability issues or defects before the final implementation of the solution. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model and Validate Requirements, p. 265-266

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 161-162

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.6: Validate Solution, p. 283-284

 The method that the BA should use so the stakeholders can review the document before final approval is e-mail. E-mail is a communication technique that allows the BA to send and receive messages and documents electronically. E-mail can be used to share information, elicit feedback, confirm agreements, and document decisions. E-mail is suitable for situations where the stakeholders are geographically dispersed, have different time zones, or have limited availability for meetings. E-mail can also provide a record of the communication and the review process. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, Section 4.3: Communicate Business Analysis Information, p. 175-176

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.4: Manage Stakeholder Collaboration, p. 118-119

A data model is a graphical or textual representation of the data and their relationships within a domain or a solution. It can help to understand the data and accurately reflect a set of requirements by showing the entities, attributes, keys, constraints, and associations that define the data structure and meaning. A data model can also help to prioritize the requirements by identifying the critical and dependent data elements and their impacts on the solution. The other options are not the best modeling formats for this purpose, as they either do not show the data relationships, or do not support prioritization. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model and Validate Requirements, p. 261-262

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 157-158

A communication plan should consider the preferences of the stakeholders, such as how they like to receive information, how often, and in what format. E-mail may not be the best choice for all stakeholders, especially if they prefer face-to-face meetings, phone calls, or other methods of communication. The BA should also consider the impact, urgency, and confidentiality of the information when choosing the communication channel. The business objectives, retention, and presentation materials are not directly related to the stakeholder analysis, but rather to the communication requirements and strategy. References:

CBAP Handbook, page 6, section 2.4.4

[BABOK Guide], page 417, section 10.3.2.3

 A data flow diagram is a technique that helps to create a high-level overview of a business process by showing the movement and transformation of data between entities and processes. A data flow diagram uses graphical symbols and arrows to represent the sources and destinations of data, the processes that manipulate data, the data stores that store data, and the data flows that transfer data. A data flow diagram can help the BA to understand the current state of the business process, to identify the data requirements and dependencies, and to communicate the data logic and structure to the stakeholders. An entity relationship diagram is a technique that helps to represent the data and information needs of an organization or a solution using graphical or textual symbols and relationships. An entity relationship diagram shows the entities that are relevant to the domain, the attributes that describe the entities, and the relationships that exist between the entities. An entity relationship diagram can help the BA to define and analyze the data requirements, but it does not show the movement and transformation of data between entities and processes. A scope model is a technique that helps to define the boundaries and context of a project or a solution. A scope model shows the elements that are within the scope, the elements that are out of scope, and the interfaces and interactions between the elements. A scope model can help the BA to clarify the scope and objectives of the project or solution, but it does not show the movement and transformation of data between entities and processes. A process model is a technique that helps to represent the activities and tasks that are performed to achieve a specific goal or outcome. A process model shows the sequence and flow of the activities and tasks, the roles and responsibilities of the performers, the inputs and outputs of each activity or task, and the rules and conditions that govern the process. A process model can help the BA to define and analyze the business process, but it does not show the movement and transformation of data between entities and processes. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.18: Data Flow Diagrams, p. 522-524; Section 10.19: Data Modeling, p. 525-527; Section 10.42: Scope Modeling, p. 554-556; Section 10.43: Process Modeling, p. 557-559.

The BA should use the stakeholder engagement approach to help determine the formality of the assessment process to be followed to understand the impacts of the scope change. Stakeholder engagement is a technique that helps the BA identify, analyze, and communicate with the stakeholders who are affected by or have influence on the project. By engaging the stakeholders, the BA can understand their needs, expectations, interests, and concerns regarding the scope change, and tailor the assessment process accordingly. The BA can also use stakeholder engagement to obtain feedback, buy-in, and approval for the scope change, and manage any conflicts or issues that may arise. References:

IIBA BABOK Guide, Section 10.24, Stakeholder Engagement

Stakeholder Engagement: A Key Technique for Business Analysts, BA Times

Stakeholder Engagement in Business Analysis, Business Analyst Learnings

 The BA should recommend to assign the feature a lower priority for future release. This means that the feature will not be included in the initial release of the solution, but it may be considered for later releases depending on the availability of resources, the feedback from the stakeholders, and the alignment with the business objectives. This approach can help to balance the value and the effort of the feature, as well as to avoid scope creep and unnecessary complexity in the initial release. The other options are not the best recommendations, as they may either ignore the needs of the stakeholders, disrupt the existing business process, or increase the risk and cost of the project. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 255-256

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 155-156

A performance assessment is a business analysis artifact that evaluates the effectiveness and efficiency of the business analysis work. It can be used to identify and document the improvement areas for the next piece of analysis work, as well as to measure the value delivered by the business analysis outcomes. A performance assessment can include metrics, indicators, targets, and feedback mechanisms that help the BA to monitor and improve the business analysis performance12. References:

1: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Performance Improvements

2: Tasks Mapped To Artifacts(https://www.modernanalyst.com/Resources/Articles/tabid/115/ID/5769/Tasks-Mapped-To-Artifacts.aspx)

Reviews and workshops are effective techniques for validating and negotiating requirements with stakeholders. They can help the BA to identify and resolve any conflicting or contradictory requirements, as well as to gain consensus and agreement among the stakeholders. Reviews can be done in various forms, such as walkthroughs, inspections, or peer reviews. Workshops can be used to facilitate collaborative discussions, brainstorming, and decision making among the stakeholders. Both techniques can help the BA to safeguard against conflicting requirements by ensuring that the requirements are clear, accurate, complete, and aligned with the business goals and needs123. References:

1: BABOK Guide v3, Chapter 4: Elicitation and Collaboration, Section 4.5: Validate Requirements

2: BABOK Guide v3, Chapter 5: Requirements Life Cycle Management, Section 5.5: Approve Requirements

3: BABOK Guide v3, Chapter 10: Techniques, Section 10.32: Reviews, Section 10.50: Workshops

 A business process model is a graphical representation of the activities, flows, events, and decisions that make up a business process. It can help to describe the current and future states of the process, identify the inputs, outputs, roles, and resources involved, and analyze the performance, value, and quality of the process. A business process model is a useful requirements viewpoint for presenting the requirements for an auto insurance product to domain and implementation SMEs, as it can show how the product will support the business goals, meet the customer needs, and integrate with the existing systems and processes. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model and Validate Requirements, p. 263-264

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 159-160

 The BA can use organizational modeling to highlight the required changes to the structure. Organizational modeling is a technique that involves creating a graphical representation of the roles, responsibilities, relationships, and reporting lines within an organization. It can help to illustrate the current and future states of the organization, identify the gaps and impacts of the change, and communicate the proposed solution to the stakeholders. In this case, the BA can use organizational modeling to show how the process for the first contact resolution for customer issues will be streamlined by having a single point of contact instead of two separate divisions. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 207-208

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 107-108

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.5: Assess Organizational Readiness, p. 281-282

 The information management approach is a document that describes how the business analysis information will be stored, accessed, distributed, and maintained throughout the project. It includes the details of the tools, formats, standards, and processes for managing the information. The BA will update the information management approach to reflect the changes in how the user stories will be organized and made more accessible for the next sprint. This will help to ensure that the information is consistent, accurate, and available for the stakeholders. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.4: Plan Business Analysis Information Management, p. 101-102

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.4: Plan Business Analysis Information Management, p. 64-65

The BA’s first step is to perform a gap analysis to understand the missing capabilities of the COTS tool and the existing manual processes. A gap analysis is a technique that compares the current state and the desired future state of a solution or a process, and identifies the gaps or differences between them. By performing a gap analysis, the BA can determine the feasibility, suitability, and risks of using the COTS tool to automate the existing manual processes, and identify the requirements and changes needed to bridge the gaps. The other options are not the first steps, as they may either be premature, unnecessary, or ineffective without a proper gap analysis. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 206

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 106

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Strategy Analysis, Week 2: Analyze Current State, video: “Gap Analysis”

Effectiveness is a performance measure that evaluates how well the work products meet the intended goals and objectives. It can be assessed by comparing the actual outcomes with the expected outcomes, and by measuring the degree of stakeholder satisfaction and value realization. Effectiveness can help the BA to determine the quality and impact of the business analysis work, and to identify any gaps or areas for improvement123. References:

1: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Performance Improvements

2: BABOK Guide v3, Chapter 10: Techniques, Section 10.35: Root Cause Analysis, Section 10.36: Scope Modeling

3: Performance Measurement - What Is It, Example, Methods, Types(https://www.wallstreetmojo.com/performance- measurement/)

 A change control process is a technique that helps to manage the changes to the requirements or the solution throughout the project lifecycle. A change control process defines the roles and responsibilities, the criteria and procedures, the tools and techniques, and the documentation and communication for handling the changes. A change control process helps to ensure that the changes are properly identified, analyzed, approved, implemented, verified, and tracked. A change control process can help the BA to keep this situation from occurring in the future by creating a clear and consistent mechanism for managing the changes and avoiding any unauthorized or uncontrolled changes that may affect the quality or scope of the solution. A risk strategy is a technique that helps to identify, analyze, and manage the uncertainties and threats that may affect the project or the solution. A risk strategy defines the risk appetite, tolerance, and thresholds, the risk identification and assessment methods, the risk response and monitoring plans, and the risk roles and responsibilities. A risk strategy can help the BA to mitigate the potential impacts of the changes, but it does not prevent the changes from occurring. A prioritization approach is a technique that helps to rank the requirements or solution options based on their relative importance, urgency, value, or dependency. A prioritization approach defines the criteria and methods, the tools and techniques, and the roles and responsibilities for prioritizing the requirements or solution options. A prioritization approach can help the BA to determine the optimal scope and sequence of the solution delivery, but it does not control the changes to the requirements or solution options. A stakeholder engagement plan is a technique that helps to plan and manage the interactions and communications with the stakeholders throughout the project. A stakeholder engagement plan defines the stakeholder identification and analysis, the stakeholder communication and collaboration methods, the stakeholder feedback and approval mechanisms, and the stakeholder roles and responsibilities. A stakeholder engagement plan can help the BA to ensure that the stakeholders are informed, engaged, and satisfied with the project progress and outcomes, but it does not regulate the changes requested by the stakeholders. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.11: Change Control Process, p. 510-512; Section 10.51: Risk Analysis and Management, p. 567-569; Section 10.38: Prioritization, p. 550-552; Section 10.24: Focus Groups, p. 532-533.

 In addition to existing regulations and contracts, the BA also checks the policies of the organization that may constrain the project. Policies are the guidelines or principles that govern the decision making and actions of the organization. They reflect the values, vision, and mission of the organization and provide a framework for achieving its goals and objectives. Policies can also influence the scope, feasibility, and acceptance of the project and its solution. Therefore, the BA should identify and analyze the policies that are relevant to the project and ensure that they are aligned with the requirements and the solution. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 206-207

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 106-107

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.3: Assess Enterprise Limitations, p. 277-278

 Before meeting with the project sponsor, the BA must ensure that the requirements are atomic, feasible and testable. These are some of the characteristics of good requirements, as defined by the BABOK® Guide1. Atomic means that each requirement is concise and has a single meaning. Feasible means that each requirement can be implemented within the constraints and resources of the project. Testable means that each requirement can be verified and validated using objective criteria. These characteristics help to ensure that the requirements are clear, realistic, and measurable, and that they align with the objective of the project. References:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.5: Confirm Elicitation Results, p. 122-123

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.2: Specify and Model Requirements, p. 253-254

 The BA needs to compare the value and costs of different design options, such as a customized version of the existing software or a fully made to order solution. The potential value is the benefit that the solution will provide to the bank, such as improved efficiency, accuracy, and security. The design options are the alternative ways of meeting the needs and requirements of the bank, such as modifying the existing software or developing a new one. The BA needs to evaluate the trade-offs between the value and costs of each option and recommend the most feasible and desirable one. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 217

Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Section 6.4: Define Design Options, pages 142-144

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Strategy Analysis, Week 3: Define Design Options

 A communications management plan is a document that describes how the business analyst will communicate with the stakeholders throughout the project. It includes information such as the timing and frequency of communication, the location and mode of communication, the tools and techniques to be used, the delivery methods and formats, and the stakeholders’ preferences and needs. A communications management plan helps to ensure that the stakeholders are informed, engaged, and satisfied with the project progress and outcomes. A stakeholder collaboration plan is a document that describes how the business analyst will collaborate with the stakeholders to elicit, analyze, validate, and manage the requirements. A business analysis plan is a document that describes how the business analyst will conduct the business analysis activities, such as the scope, approach, deliverables, tasks, resources, and schedule. A stakeholder analysis plan is a document that describes how the business analyst will identify, analyze, and prioritize the stakeholders and their needs, expectations, and influence. References: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Communication, p. 38-40; Chapter 3: Business Analysis Governance and Information Management, Section 3.1: Plan Business Analysis Governance, p. 50-51.

Plate architecture is a structural system consisting of plates, which are planar, two-dimensional components that only transfer forces in the direction of their level. Plate architecture can help the BAs ensure that the requirements collectively support one another and do not conflict, as it provides a clear and consistent representation of the relationships and dependencies among the requirements. Plate architecture can also help the BAs identify and resolve any gaps, overlaps, or inconsistencies in the requirements, as well as facilitate the communication and verification of the requirements with the stakeholders 12. References:

Plate (structure), Wikipedia

Top Architectural Plates: A Comprehensive Guide 2023, AMTHY

As part of identifying enterprise limitations, the BA should perform a stakeholder impact and operational analysis. This technique involves assessing how the proposed change will affect the stakeholders and the current operations of the enterprise. It can help to identify the potential benefits, costs, risks, and issues of the change, as well as the readiness and resistance of the stakeholders. The BA should consider the impact of the change on the following aspects of the enterprise:

Strategy and goals

Processes and policies

Structure and roles

Culture and values

Systems and technology

Performance and quality

In this case, the BA should analyze how the merger proposal will impact the stakeholders and operations of Manufacturer O, especially in the scenario of Manufacturer K moving headquarters and closing the current Manufacturer O site. The BA should also consider the impact of the regulatory environment and the potential changes in the future. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 207-208

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 107-108

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.5: Assess Organizational Readiness, p. 281-282

The kind of relationship that is used to describe the traceability between requirement 8 and the solution artifacts that implement it is satisfy. According to the BABOK® Guide1, a satisfy relationship indicates that a solution component or a solution as a whole fulfills a stakeholder or a solution requirement. In this case, requirement 8 is a solution requirement that specifies the functionality of the mobile application platform. The solution artifacts that implement this requirement, such as the software code, the user interface, or the test cases, satisfy this requirement by providing the expected behavior and outcome. References:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.5: Verify Requirements, p. 166-167

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.5: Verify Requirements, p. 271-272

The stakeholders that were missed in the requirements are the end users. End users are the people who will use the solution or be affected by its outcomes. They are a key source of requirements, as they can provide valuable insights into the needs, expectations, preferences, and pain points of the solution. The BA should elicit requirements from the end users, as well as validate and verify them with their feedback. The BA should also ensure that the end users are involved throughout the project lifecycle, from planning to testing to implementation. The other options are not the stakeholders that were missed, as they are either not directly related to the solution or not the primary source of requirements. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Key Concepts, Section 2.3: Stakeholders, p. 59-60

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 2: Business Analysis Key Concepts, Section 2.3: Stakeholders, p. 28-29

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.1: Prepare for Elicitation, p. 97-98

The BA should handle the change request by adding the feature to the product backlog for future prioritization. The product backlog is a list of features, functions, and requirements that are desired for the solution, but have not yet been planned or implemented. The product backlog is constantly updated and prioritized by the product owner, who represents the voice of the customer and the stakeholders. The BA should collaborate with the product owner to capture and document the change request and add it to the product backlog. The product owner will then decide when and how to prioritize the feature for the next iteration or release, based on the value and urgency of the feature and the feedback from the stakeholders. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 90-91

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 58-59

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.6: Communicate Business Analysis Information, p. 124-125

 The BA should consider including the priority of each requirement in the project requirements document. The priority is the relative importance or urgency of a requirement in relation to other requirements, based on the value, risk, or dependency of the requirement. By assigning a priority to each requirement, the BA can ensure that the requirements are delivered according to the customer expectations and the project constraints, such as time, budget, and scope. The priority can also help to manage changes, resolve conflicts, and allocate resources for the requirements. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 255-256

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 155-156

According to the BABOK® Guide1, the business analysis approach is the set of processes, tools, deliverables, techniques, and standards that will be used to perform business analysis work on a project. The approach can be either plan-driven, adaptive, or a hybrid of both. A plan-driven approach is more suitable for projects that have stable and well-defined requirements, low levels of change, and clear acceptance criteria. An adaptive approach is more suitable for projects that have uncertain or evolving requirements, high levels of change, and emergent outcomes. Therefore, one of the factors that would drive the decision towards an adaptive approach is the organization’s tolerance for uncertainty, which means the degree to which the organization is willing to accept ambiguity and risk in the project. An organization with a high tolerance for uncertainty can benefit from an adaptive approach that allows for frequent feedback, experimentation, and learning. References:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 57-59

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 89-91

The elicitation technique that the BA should select to enable the customer and the key stakeholders to visualize the final product is prototyping. Prototyping is a technique that involves creating a simplified or partial version of the solution that can demonstrate its features, functions, and appearance. Prototyping can help to elicit, validate, and verify the requirements, as well as to obtain feedback and approval from the stakeholders. Prototyping can also help to reduce the risks, costs, and time of the project by identifying and resolving any issues or gaps before the final implementation of the solution. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, Section 4.2: Conduct Elicitation, p. 167-168

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.2: Conduct Elicitation, p. 103-104

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 161-162

 A satisfy relationship is a type of traceability relationship that indicates that a model element (such as a requirement, a design element, or a test case) fulfills the intent of another model element (such as a stakeholder need, a business requirement, or a regulatory requirement). By using a satisfy relationship, the BA can link the solution components that implement the regulatory requirements and show how they meet the compliance criteria. References:

Overview of working with requirements (SysML)

SysML: Establishing Traceability using Matrix and ETL Table

IIBA BABOK Guide, Section 7.6, Traceability and Monitoring

Before the BA can proceed with any analysis of the features, they need to confirm that the feature requests are valid and aligned with the product vision and goals. Customer support calls may not reflect the actual needs and preferences of the target market, and may include requests that are out of scope or inconsistent with the product strategy. Therefore, the BA should first validate the feature requests with the product owner and other stakeholders, and eliminate any irrelevant or invalid ones. References:

BABOK Guide v3, section 7.2.2.1: “The business analyst validates that the requirements and designs are aligned with the business need and the solution scope.”

Guide to building a product roadmap (with template and examples), section “How to create a product roadmap”: “The first step in creating a product roadmap is to define the product vision. This is the overarching goal or purpose of the product, and it should guide all subsequent decisions and actions.”

 A risk-averse organization is one that prefers to minimize or eliminate the exposure to risks, even if it means sacrificing some potential benefits or opportunities. A risk avoidance strategy is one that involves changing the project plan, scope, schedule, or budget to avoid the risk or its impact. A risk avoidance strategy is suitable for a risk-averse organization, as it reduces the uncertainty and the potential negative consequences of the risk. In this scenario, the BA has identified an assumption that has a high degree of uncertainty and may affect the validity of the requirements. The BA has added the assumption to the risk register and performed a risk analysis to handle this situation. If the organization is risk-averse, the BA may use a risk avoidance strategy to modify the requirements or the solution design to eliminate the dependency on the assumption, or to seek more information or evidence to validate the assumption. A risk acceptance strategy is one that involves acknowledging the risk and its impact, but not taking any action to prevent or reduce it. A risk acceptance strategy is suitable for a risk-seeking or risk-neutral organization, or for risks that have low probability or impact. A risk transfer strategy is one that involves shifting the responsibility or ownership of the risk or its impact to a third party, such as a vendor, a partner, or an insurer. A risk transfer strategy is suitable for risks that have high impact but low probability, or for risks that require specialized skills or resources to manage. A risk mitigation strategy is one that involves taking actions to reduce the probability or impact of the risk, such as implementing contingency plans, preventive measures, or backup solutions. A risk mitigation strategy is suitable for risks that have high probability and impact, or for risks that can be controlled or influenced by the project team. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.51: Risk Analysis and Management, p. 567-569; Free CBAP IIBA Actual Exam Questions & Answers, Question 467.

The BA should recommend to eliminate the requirement that does not deliver benefit to any of the stakeholders and does not align with the solution scope. This is because the requirement is not necessary, valuable, or feasible, and it may introduce unnecessary complexity, cost, or risk to the solution. Eliminating the requirement would help to optimize the solution and ensure that it meets the stakeholder needs and expectations. Updating the solution design, re-evaluating the future state, or changing the solution scope are not the best options because they do not address the root cause of the problem and may result in scope creep or rework. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 115

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.6: Assess Requirements Changes, page 64

The HAZOP technique, which stands for Hazard and Operability Study, is a qualitative technique that involves a disciplined analysis of the event sequences that could transform a potential hazard into an accident. The HAZOP technique is a systematic and structured method of identifying and evaluating the possible deviations from the intended design, operation, or functionality of a system, process, or product. The HAZOP technique uses a set of guide words, such as no, more, less, as well as, part of, and reverse, to generate different scenarios of what could go wrong and why. The HAZOP technique helps to identify the causes, consequences, and safeguards of the deviations, and to recommend the appropriate actions or controls to prevent or mitigate the hazards12. A failure mode and effects criticality analysis (FMECA) is a qualitative technique that involves an extension of the failure mode and effects analysis (FMEA) by adding a criticality rating to each failure mode. A FMECA is a method of identifying and evaluating the potential failures of a system, process, or product, and their impacts on the performance, safety, or reliability of the system, process, or product. A FMECA helps to prioritize the failures based on their severity and frequency, and to determine the corrective actions or preventive measures to reduce or eliminate the failures13. A failure mode and effects analysis (FMEA) is a qualitative technique that involves a systematic analysis of the potential failures of a system, process, or product, and their effects on the performance, safety, or reliability of the system, process, or product. An FMEA is a method of identifying and evaluating the causes, modes, and consequences of the failures, and the existing or planned controls to detect or prevent the failures. An FMEA helps to improve the design, operation, or functionality of the system, process, or product, and to reduce the risk of failures14. A preliminary risk analysis (PRA) is a qualitative technique that involves a high-level assessment of the risks that may affect a project or a solution. A PRA is a method of identifying and evaluating the sources, events, and impacts of the risks, and the existing or planned responses to the risks. A PRA helps to determine the feasibility and viability of the project or the solution, and to establish the scope and objectives of the risk management process15. References:

CBAP® Handbook

HAZOP Technique - iiba.org

Failure Mode and Effects Criticality Analysis - iiba.org

Failure Mode and Effects Analysis - iiba.org

Preliminary Risk Analysis - iiba.org

A business analyst is responsible for preparing the business architecture, feasibility studies, and business cases. A business analyst is a professional who analyzes the needs and problems of an organization and its stakeholders, and proposes solutions that deliver value to them. A business analyst performs various tasks, such as eliciting, analyzing, validating, and managing requirements, conducting stakeholder analysis, modeling business processes, designing solutions, assessing risks, and evaluating alternatives. A business analyst also prepares various documents, such as business architecture, feasibility studies, and business cases, to communicate the business needs and the proposed solutions to the relevant stakeholders and decision-makers. A business architecture is a description of the current and future state of the business, including its vision, goals, objectives, strategies, capabilities, processes, and organizational structure. A business architecture helps to align the business and IT strategies, and to identify the gaps and opportunities for improvement. A feasibility study is an assessment of the technical, financial, and operational viability of a proposed project or initiative. A feasibility study helps to determine if the project is worth pursuing, and if it can be successfully implemented within the given constraints and resources. A business case is a document that provides the justification and rationale for a proposed project or initiative, based on its expected costs, benefits, risks, and impacts. A business case helps to secure the approval and funding for the project, and to measure its performance and outcomes. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, pages 3-4, 47, 343

Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide, Business Analysis Standard, and Standards, Regulations, and Best Practices

The Differences Between Feasibility Studies and Business Cases

 A fishbone diagram, also known as an Ishikawa diagram or a cause-and-effect diagram, is a tool that can be used in root cause analysis. It helps to identify, explore, and display the possible causes of a specific problem or quality issue. A fishbone diagram has a main branch that represents the problem, and several sub-branches that represent the categories of causes. Each category can have further sub-causes that are linked to the main causes. The diagram resembles the skeleton of a fish, hence the name. A fishbone diagram can help to organize and analyze the causes of a problem, and to find the root cause that needs to be addressed. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47

Root Cause Analysis: Definition, Examples & Methods | Tableau, under Approaches to Root Cause Analysis

What is Root Cause Analysis (RCA)? | ASQ, under Approaches to Root Cause Analysis

Risk analysis is the process of defining and analyzing the dangers to individuals, businesses, and government agencies posed by potential natural and human-caused adverse events. Risk analysis involves identifying the sources and consequences of risk, estimating the likelihood and severity of risk events, and evaluating the effectiveness and feasibility of risk mitigation strategies. Risk analysis can be applied to various domains, such as IT, finance, security, health, environment, etc. Risk analysis can help to make informed decisions, optimize resource allocation, and enhance performance and resilience. References:

Risk Analysis- Open Courses by Atlantic International University - AIU, paragraph 1

Exam 1: Risk Analysis Flashcards | Quizlet, term 1

What is risk analysis? Definition and meaning - Market Business News, paragraph 1

 The BA is facing a situation where the stakeholders are not cooperating or engaged in the business analysis activities. To resolve this issue, the BA needs to use the competencies of negotiation, conflict resolution, and effective communication. Negotiation is the ability to reach an agreement that is acceptable to all parties involved. Conflict resolution is the ability to manage and resolve disagreements or disputes among stakeholders. Effective communication is the ability to convey information clearly and accurately, and to listen and respond appropriately to the needs and concerns of others. These competencies will help the BA to understand the root causes of the stakeholders’ resistance, address their expectations and interests, and persuade them to participate and collaborate in the business analysis process. References: CBAP Competencies, CBAP Handbook, CBAP Study Guide

Risk management is the process of identifying, analyzing, responding, and monitoring the risks that may affect the project or the organization. Risk management helps to minimize the negative impacts and maximize the positive opportunities of the uncertainties and assumptions. Risk management involves setting the risk tolerance, which is the level of risk exposure that the organization is willing to accept. Risk management also involves identifying the potential risks, which are the factors that may jeopardize the project or the organization’s objectives. Risk management also involves prioritizing the tolerance for risk, which is the order of importance of the risks based on their probability and impact. Risk management is an iterative and continuous process that should be performed throughout the project life cycle and at different levels of the organization. References: [IIBA BABOK Guide v3], section 11.1, page 384; CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 227; CBAP Sample Questions, question 232.

 Risk Analysis and Management is a technique that involves identifying, assessing, and treating the uncertainties and potential negative impacts that may affect the solution or the stakeholders. Risk Analysis and Management will enable the BA to record and handle the threats in the solution on an ongoing basis, because it can help the BA to quantify and prioritize the risks, determine the appropriate responses and mitigation strategies, and monitor and control the risk exposure and outcomes. Risk Analysis and Management can also help the BA to communicate and report the risk status and issues to the stakeholders and the organization, and to ensure that the solution delivers the expected value and benefits. Root Cause Analysis, Solution Performance Analysis, or Solution Scope are not the best options for recording and handling the threats in the solution on an ongoing basis, because they are either too specific, too general, or not directly related to the risk management process. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 346

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.4: Assess Solution Limitations, page 158

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 8: Solution Evaluation, page 346

The solution owner is the person or group who is accountable for the delivery and approval of a specific solution. The solution owner is responsible for approving the project scope statement, phase gate reviews, solution validations, scope changes, and project success criteria. The solution owner may also be involved in other aspects of the project, such as defining the business need, prioritizing requirements, and providing feedback. The solution owner is usually a senior-level stakeholder who has the authority and influence to make decisions and allocate resources for the project. The solution owner may delegate some of the approval tasks to other stakeholders, but ultimately remains accountable for the solution. References: IIBA BABOK Guide v3, section 2.2.2.3, page 24; CBAP Sample Questions, question 227.

The critical path method (CPM) is a graphical presentation of a project plan that shows the sequence and duration of the project activities, and the dependencies and constraints among them. The CPM identifies the critical path, which is the longest path of activities that determines the minimum time required to complete the project. The CPM also identifies the float or slack, which is the amount of time that an activity can be delayed without affecting the project completion date. The CPM is most appropriate for presenting to upper management because it provides a clear and concise overview of the project schedule, scope, and risk. It also helps to communicate the project milestones, deliverables, and progress, and to highlight the critical activities and issues that need attention or resolution12. A pie chart is a graphical presentation of a project plan that shows the proportion of each category or segment of data in relation to the whole. A pie chart is useful for presenting to upper management when the project plan involves a simple breakdown of the project budget, resources, or scope into discrete and mutually exclusive categories or segments. A pie chart helps to compare the relative size and distribution of the categories or segments, and to illustrate the percentage or fraction of the whole that each category or segment represents34. A Pareto chart is a graphical presentation of a project plan that shows the frequency or impact of different factors or causes of problems or issues in descending order of importance. A Pareto chart is based on the Pareto principle, also known as the 80-20 rule, which states that 80% of the effects come from 20% of the causes. A Pareto chart is useful for presenting to upper management when the project plan involves a complex analysis of the project quality, performance, or risk. A Pareto chart helps to identify and prioritize the most significant factors or causes of problems or issues, and to focus on the vital few rather than the trivial many5 . A scatter chart is a graphical presentation of a project plan that shows the relationship or correlation between two variables or sets of data. A scatter chart plots the values of the variables or sets of data as points on a coordinate plane, and shows the pattern or trend of the points. A scatter chart is useful for presenting to upper management when the project plan involves a sophisticated evaluation of the project variables, outcomes, or assumptions. A scatter chart helps to explore and test the hypotheses or causal relationships between the variables or sets of data, and to measure the strength and direction of the correlation . References:

Critical Path Method - iiba.org

How to Make a Project Plan Presentation for Clients and Stakeholders

Pie Chart - iiba.org

How to Use a Schedule Model in Project Management

Pareto Chart - iiba.org

[ProjectManagement.com - Certified Business Analysis Professional (CBAP®)]

[Scatter Chart - iiba.org]

[CBAP Presentation | PPT - SlideShare]

Risk identification is the process of identifying and assessing factors that may jeopardize the success of a project or the achievement of a goal. It involves determining the sources, causes, and potential impacts of risks, as well as documenting them in a risk register. Risk identification is an iterative and ongoing process that should be performed throughout the project life cycle. It helps to identify the uncertainties and assumptions that may affect the project objectives and deliverables. Risk identification is the first step of risk management, which also includes risk analysis, risk response, and risk monitoring and control. References: IIBA BABOK Guide v3, section 11.2.1, page 386; CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 230; CBAP Sample Questions, question 229.

The BA should trace the requirements to the business needs, because the business needs are the high-level goals or objectives that the organization or stakeholders want to achieve. By tracing the requirements to the business needs, the BA can ensure that the requirements are aligned with the strategic direction and value proposition of the organization or stakeholders, and that they do not conflict with each other or with the business needs. Tracing the requirements to the business needs can also help to prioritize, validate, and verify the requirements, as well as to manage changes and dependencies. Stakeholder tasks, organizational functions, and solution components are not the best options for tracing the requirements, because they are either too specific or too abstract, and they do not directly measure the value or benefit of the requirements. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Requirements Traceability and Monitoring, page 197

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 6: Requirements Analysis and Design Definition, section 6.1: Trace Requirements, page 121

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 5: Requirements Traceability and Monitoring, page 197

A business process model is a graphical representation that captures all of the activities within a business, the inputs and outputs of each activity, and the required resources to complete each activity. It shows the sequence, dependencies, roles, and responsibilities of the activities, as well as the information and materials that flow between them. A business process model can help to document, analyze, improve, and automate the business processes that deliver value to the customers and stakeholders. A business process model can also help to align the business and IT strategies, and to identify the gaps and opportunities for innovation. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 279

Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide

All About Business Process Mapping, Flow Charts and Diagrams | Lucidchart, under What is business process mapping?

 A Pareto diagram is a type of chart that displays the frequency of problems or causes in a process in descending order by bars, and the cumulative percentage of the total number of problems or causes by a line. The Pareto diagram helps to identify the most significant defects or issues that need to be prioritized for improvement. It is based on the Pareto principle, which states that 80% of the problems are caused by 20% of the causes. A Pareto diagram is one of the seven basic quality tools that are widely used in quality management and process improvement. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47

What Are the 7 Basic Quality Tools? | Lucidchart Blog, under 7 quality tools

What is a Pareto Chart? Analysis & Diagram | ASQ

 Risk governance is the process of establishing organizational checks and balances with a proper segregation of front, back, and middle office functions for effective risk management. Risk governance is the set of roles, responsibilities, policies, procedures, and standards that define how risk management is performed and overseen within an organization. Risk governance helps to ensure that risk management is aligned with the organizational strategy, objectives, and values, and that risk management activities are coordinated, consistent, and transparent across the organization. Risk governance also helps to promote a risk-aware culture and to foster accountability and ownership of risk management among the stakeholders12. A risk response plan is a document that describes the strategies and actions to address the identified and prioritized risks. A risk response plan is the output of the risk analysis process, which evaluates the risks and determines the appropriate responses to them. A risk response plan helps to implement the risk governance policies and procedures, and to execute the risk management plan13. A risk analysis is a process that evaluates the identified and prioritized risks, and determines the appropriate responses to them. A risk analysis is a sub-process of the risk management process, which encompasses risk identification, risk estimation, risk analysis, and risk monitoring and control. A risk analysis helps to develop strategies and actions to avoid, reduce, transfer, or accept the risks, and to allocate resources and contingency reserves for risk management14. A risk management plan is a document that describes how risk management will be performed and controlled throughout the project or the solution lifecycle. A risk management plan is the output of the scope and plan initiation process, which defines the scope, objectives, approach, and deliverables of the risk management process. A risk management plan helps to implement the risk governance policies and procedures, and to guide the risk management activities and decisions15. References:

CBAP® Handbook

Risk Governance - iiba.org

Risk Response Plan - iiba.org

Risk Analysis - iiba.org

Risk Management Plan - iiba.org

 The BA should first understand the root cause of the problem before proposing any solution. Reviewing historic sales and related data can help the BA identify patterns, trends, and factors that affect the customer base. This can also help the BA validate or invalidate the assumption that increased competition is the main cause of the problem. Performing market research, creating a training program, or identifying training providers are potential solutions that should be considered only after the problem is clearly defined and analyzed. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 253

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.1: Analyze Current State, page 95

 A dependent task is a task that belongs to a certain work entity (project or process) and relates to other tasks of the same work entity in a way that ensures their interconnection and common direction. A dependent task can be a sub-task of a larger activity. It causes an effect to other tasks and sub-tasks. A dependent task cannot start until other tasks are completed, because it relies on the output, input, or resource of those tasks. A dependent task is also referred to as a logical relationship, because it shows the logical order or sequence of the tasks1. An analysis task is a task that involves examining, evaluating, or interpreting data, information, or requirements. An analysis task can be a dependent task or an independent task, depending on whether it requires the completion of other tasks or not. An analysis task can also be a predecessor task or a successor task, depending on whether it precedes or follows other tasks. An analysis task is a common type of task in business analysis2. A predecessor task is a task that comes before another task in a sequence or a network of tasks. A predecessor task can be a dependent task or an independent task, depending on whether it affects or is affected by other tasks or not. A predecessor task can also be an analysis task or a different type of task, depending on its nature and purpose. A predecessor task can start before other tasks are completed, as long as it does not depend on them3. An independent task is a task that does not belong to a certain work entity (project or process) or does not relate to other tasks of the same work entity. An independent task can be a standalone activity or a part of a larger activity. It does not cause an effect to other tasks or sub-tasks. An independent task can start at any time, regardless of the completion of other tasks, because it does not rely on the output, input, or resource of those tasks. An independent task is also referred to as a discrete task, because it is separate and distinct from other tasks1. References:

CBAP® Handbook

Predecessor Task - iiba.org

Dependent Task - iiba.org

 Cost-benefit analysis is a technique that compares two or more systems, states, services, products, or things to determine the best viable choice. It involves estimating and comparing the total costs and benefits of each alternative over a specified period of time. The costs and benefits can be expressed in monetary or non-monetary terms, depending on the nature and scope of the analysis. Cost-benefit analysis can help to identify the most efficient and effective solution that maximizes the net benefit or minimizes the net cost. Cost-benefit analysis can also help to evaluate the feasibility, desirability, and sustainability of a project or initiative. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47

Business Analysis Professional Resources | IIBA®, under Standards, Regulations, and Best Practices

Cost-Benefit Analysis Definition

The improvement opportunity that this situation represents is to enhance access to the relevant information. This means that the group of companies needs to improve the way they collect, store, share, and use the data that is essential for making decisions on handling materials and allocating resources. By enhancing access to the relevant information, the group of companies can increase their efficiency, effectiveness, and profitability, as well as their competitiveness in bidding for government contracts. Enhancing access to the relevant information may involve deploying a new system across the companies or developing a repository of information from each company, but these are not the improvement opportunities themselves, but rather possible solutions or approaches to achieve the improvement opportunity. Creating a business model canvas to outline business needs is not the improvement opportunity, but rather a technique that can help to define and communicate the value proposition and the strategic direction of the group of companies. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 249

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.4: Define Change Strategy, page 103

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 6: Strategy Analysis, page 249

 The level of decomposition needed for the requirements depends on the complexity of the system, the level of detail required by the stakeholders, and the level of architecture decomposition that is necessary to specify the system being developed. The BA must take into account the stakeholder perspectives when decomposing the requirements, as different stakeholders may have different needs and expectations for the granularity and clarity of the requirements. The BA must also ensure that the decomposed requirements are consistent, feasible, verifiable, and traceable to the higher-level requirements. References:

BABOK Guide v3, Section 5.2.3: Decompose Requirements - Guidelines and Tools1

Step 4: Analyze, Refine & Decompose Requirements - AcqNotes2

MDRE: Developer Derived/Decomposed Requirements | SpringerLink3

Requirements Decomposition - ArgonDigital | Making Technology a …4

Requirements decomposition - No Magic Product Documentation

 Fast tracking is a schedule compression technique that involves overlapping two or more phases or activities of a program that are normally performed in sequence. Fast tracking is used to shorten the overall duration of a program without changing its scope or reducing its quality. Fast tracking can increase the risk of rework, errors, or conflicts due to the concurrent execution of interdependent phases or activities12. Lead time is the amount of time between the start or finish of one activity and the start or finish of another activity that is dependent on it. Lead time is used to create a logical or sequential relationship between two activities, such as a finish-to-start, start-to-start, finish-to-finish, or start-to-finish relationship. Lead time can be positive or negative, depending on whether the successor activity starts or finishes before or after the predecessor activity13. Rolling is a planning technique that involves progressively elaborating the details of a program as more information becomes available. Rolling is used to cope with the uncertainty and complexity of a program, and to adapt to the changes and feedback that occur during the program lifecycle. Rolling can be applied to different aspects of a program, such as the scope, schedule, cost, quality, or risk14. Crashing is a schedule compression technique that involves adding or reallocating resources to critical or near-critical activities of a program that are on the critical path. Crashing is used to shorten the overall duration of a program without changing its scope or compromising its quality. Crashing can increase the cost, complexity, or risk of a program due to the additional or redistributed resources15. References:

CBAP® Handbook

Fast Tracking - iiba.org

Lead Time - iiba.org

Rolling - iiba.org

Crashing - iiba.org

Decision analysis is a technique for identifying and evaluating the possible options for a given problem or situation. It involves defining the criteria, alternatives, and consequences of each option, and applying a decision-making method to select the best option12. Decision analysis can be used for assessing and recommending solutions that fit an organization’s need for a new third-party sales tool, as it can help to compare the features, benefits, costs, and risks of different vendors or products. The other options are not techniques for identifying suitable options, but rather tools or methods for other purposes. A balanced scorecard is a tool for measuring and managing the performance of an organization or a solution3. A vendor assessment is a method for evaluating the capabilities and suitability of a potential vendor or supplier4. A process analysis is a technique for understanding and improving the current or future state of a business process

The Stakeholder Communications Plan is a document that describes how the BA will communicate with the stakeholders throughout the project. It includes information such as the communication objectives, methods, frequency, format, and recipients. The BA can use this plan to determine how to communicate the change in scope and the final decision to the wider stakeholder group. The other options are not relevant to the question. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 77

Business Analysis Body of Knowledge (BABOK) Guide, page 30

The relationship between use cases “Create a role” and “Find a role” when there is a high level of formality is derive. This means that the use case “Find a role” is derived from the use case “Create a role”, because it is a sub-function or a variation of the main function. A derived use case is dependent on another use case and cannot be performed independently. A derived use case can also be called an extension, an inclusion, or a generalization of another use case. The other options are not valid relationships between use cases. Validate, necessity, and satisfy are relationships between requirements and other elements, such as stakeholders, objectives, or design components. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 293

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis and Design Definition, section 7.5: Specify and Model Requirements, page 135

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 7: Requirements Analysis and Design Definition, page 293

 Risk Analysis and Management is a technique that involves identifying, assessing, and treating the uncertainties and potential negative impacts that may affect the requirement or the solution. Risk Analysis and Management can help the BA to identify scenarios that would alter the benefit delivered by a requirement, because it can help the BA to quantify and prioritize the risks, determine the appropriate responses and mitigation strategies, and monitor and control the risk exposure and outcomes. Risk Analysis and Management can also help the BA to communicate and report the risk status and issues to the stakeholders and the organization, and to ensure that the requirement delivers the expected value and benefit. Metrics and Key Performance Indicators, Data Modeling, or Document Analysis are not the best options for identifying scenarios that would alter the benefit delivered by a requirement, because they are either too specific, too general, or not directly related to the risk analysis and management process. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 346

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.4: Assess Solution Limitations, page 158

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 8: Solution Evaluation, page 346

 A cause-and-effect diagram, also known as an Ishikawa diagram, is a graphical tool that helps identify, sort, and display possible causes of a specific problem or quality characteristic. It can also be used to explore the root causes of a problem or a desired outcome. The diagram looks like the skeleton of a fish, hence the name fishbone diagram. The effect or problem is shown as the fish’s head, and the causes are shown as the bones along the spine. The diagram helps to organize the causes into categories, such as people, processes, equipment, materials, environment, etc. The diagram can be created by brainstorming the causes and grouping them into major categories. The diagram can then be analyzed to identify the most likely or significant causes of the problem or outcome.

 An unstructured interview is a type of elicitation that allows each stakeholder to freely discuss their role in a particular process. An unstructured interview is a flexible and informal conversation that does not follow a predefined set of questions or topics. An unstructured interview allows the interviewer to explore the stakeholder’s perspectives, opinions, needs, and expectations in depth. An unstructured interview also allows the interviewer to adapt to the stakeholder’s responses and follow new lines of inquiry. An unstructured interview is useful for eliciting tacit knowledge, complex information, and emotional aspects of the stakeholder’s role. References: IIBA BABOK Guide v3, section 4.2.5, page 115; CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 177; CBAP Sample Questions, question 238.

 Operational assessment is a type of analysis that involves evaluating the current state of the business processes, activities, and performance, and identifying the gaps, issues, and opportunities for improvement. Operational assessment was missed prior to purchasing a solution, because it would have helped to understand the differences and similarities between the Life and Non-Life teams, and to determine the best solution that would meet the needs and expectations of both groups. By skipping the operational assessment, the company bought a solution that did not fit the processes and preferences of the Non-Life team, and resulted in inefficiency and dissatisfaction. Organizational structure, stakeholder impact analysis, or stakeholder location are not the best options for the type of analysis that was missed, because they are either irrelevant, inaccurate, or not the root cause of the problem. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 248

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.2: Analyze Current State, page 95

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 6: Strategy Analysis, page 248

The marketing department (AAC) is a key stakeholder for launching an existing product in another channel, as they are responsible for defining the requirements, confirming the elicitation results, and validating the solution. Therefore, they have a high influence on the project, as they can affect the decisions and outcomes of the project. They also have a high impact from the project, as they will be directly affected by the changes and benefits of the new channel. According to the stakeholder analysis technique, influence and impact are two dimensions that can be used to categorize and prioritize stakeholders12. A stakeholder with high influence and high impact is considered a primary stakeholder, who should be actively involved and engaged throughout the project