CBAP Sample Questions Answers

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

 In order to gain consensus between the CFO and other management, the BA could estimate the potential value delivered by each option and present the results to the stakeholders. This would involve assessing the benefits, costs, and risks of each option, as well as the alignment with the strategic objectives and customer needs. By estimating the value, the BA could help the stakeholders understand the trade-offs and implications of each option, and facilitate a rational and informed decision-making process. References:

• IIBA BABOK Guide, Section 9.4, Evaluate Solution Options
• How to Estimate the Value of a Business Analysis Solution, Bridging the Gap
• Business Analysis Techniques: Estimating Value, Business Analyst Learnings

 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]

 According to the BABOK® Guide, one of the tasks of the business analyst (BA) is to assess solution performance and value. This involves measuring the actual outcomes and benefits of the implemented solution and comparing them with the expected ones. The BA also identifies any gaps or issues that may affect the solution’s performance or value and recommends actions to address them. One of the actions that the BA can recommend is to remove or minimize any interfaces and activities that do not contribute to the final product either directly or indirectly, as they may cause waste, inefficiency, or complexity. This is consistent with the lean principles of eliminating waste and optimizing value. References: BABOK® Guide v3, Section 7.6: Assess Solution Performance and Value, p. 291-292; BABOK® Guide v3, Section 10.22: Lean, p. 512-513.

 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

 Problem tracking is a document elicitation technique that can help in this scenario. Problem tracking is the process of identifying, documenting, and resolving issues that arise during the business analysis process. Problem tracking helps to ensure the quality and validity of the requirements and the solutions. Problem tracking also provides an opportunity for stakeholders to rank the importance of issues affecting them. Problem tracking can be done using various tools, such as spreadsheets, databases, or software applications. Problem tracking can help the business analyst to monitor the status of the issues, communicate the progress and outcomes to the stakeholders, and improve the business analysis performance and practices. The other options are not document elicitation techniques, but rather information elicitation techniques. Brainstorming is a technique that involves generating new ideas and finding solutions for a specific problem. Observation is a technique that involves watching how people perform their tasks or interact with a system. Interviews are a technique that involves asking questions and documenting the responses from a single person or a group of people. References:

• Problem/Issue Tracking Technique — Business Analyst Learnings, paragraph 1
• Elicitation Methods | SpringerLink, paragraph 1
• Understanding the Document Analysis Technique - Business Analyst Learnings, paragraph 1

 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”

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”

 Preparing for elicitation is a process of planning and arranging the elicitation activities that will be used to gather information from the stakeholders. Preparing for elicitation involves clarifying the scope of the selected elicitation technique, gathering any supporting materials, and scheduling all the people and resources that are needed for conducting the elicitation activities. Preparing for elicitation can help to ensure that the elicitation is effective, efficient, and collaborative, and that the desired outcomes are achieved. References: Prepare for Elicitation, page 1; 3 Steps to Preparing for an Elicitation Session.

 A task list is a tool that helps to organize and track the business analysis activities. Each task in the task list must have a unique number that identifies it and allows it to be referenced and tracked. The unique number can also be used to link the task to other elements, such as requirements, deliverables, stakeholders, or risks. The unique number can be assigned sequentially or based on a coding scheme that reflects the task hierarchy or category. References: BABOK Guide v3, page 38; CBAP / CCBA Certified Business Analysis Study Guide, page 77.

A class model is a technique to represent the structure and behavior of the entities within a solution domain. It shows the attributes, operations, and relationships of the classes that define the entities. A class is a category or type of entity that has common characteristics and can perform certain functions. A class model helps to identify the entities, their properties, their behaviors, and their interactions for a solution. Entity Relationship is a technique to represent the data and information requirements of a solution. It shows the entities, attributes, and relationships of the data and information. An entity is a thing or object of interest that can be uniquely identified and has attributes that describe its properties. An entity relationship model helps to identify the data and information, their characteristics, their associations, and their constraints for a solution. Data dictionary is a technique to define and document the data and information elements of a solution. It provides a detailed description of each data and information element, such as its name, definition, format, type, source, owner, and usage. A data dictionary helps to standardize and clarify the data and information, their meaning, their structure, and their quality for a solution. CRUD matrix is a technique to analyze the alignment of the data and information elements with the business processes or functions of a solution. It shows the data and information elements and the business processes or functions that create, read, update, or delete them. A CRUD matrix helps to identify the data and information, their lifecycle, their dependencies, and their gaps for a solution. References: Class Model - iiba.org, Entity Relationship - iiba.org, Data Dictionary - iiba.org, CRUD Matrix - iiba.org

A change strategy is a plan that outlines how the project team will manage the transition from the current state to the future state of the system, and how they will address the impacts and risks of the change on the organization and the stakeholders. A change strategy is needed when system A is offline for 3 months, as this will affect the claims processing operations and the user experience. A change strategy should include the following elements:

• Change vision and objectives: This defines the purpose and scope of the change, and the expected outcomes and benefits of the system upgrade.
• Change readiness assessment: This evaluates the current level of awareness, willingness, and ability of the organization and the stakeholders to adopt the change, and identifies any gaps or barriers that need to be addressed.
• Change impact analysis: This identifies and analyzes the potential effects of the change on the business processes, roles and responsibilities, policies and procedures, systems and tools, and culture and behavior of the organization and the stakeholders.
• Change communication plan: This specifies the key messages, channels, methods, and frequency of communication with the organization and the stakeholders, and how to solicit and incorporate feedback and input.
• Change training plan: This defines the learning objectives, content, delivery modes, and evaluation methods of the training programs that will help the organization and the stakeholders acquire the necessary knowledge and skills to use the upgraded system.
• Change management roles and responsibilities: This clarifies the roles and expectations of the project team, the sponsors, the champions, the change agents, and the end users in the change process, and how they will collaborate and coordinate with each other.
• Change monitoring and evaluation plan: This establishes the metrics, indicators, and tools that will measure the progress and performance of the change process, and how to report and act on the results.

References:

• IIBA BABOK Guide, Section 5.6, Define Change Strategy
• Change Management Strategy: A Guide with Best Practices, Smartsheet
• How to Develop a Change Management Strategy, Indeed

The BA is using this technique to manage stakeholder collaboration. This technique is known as affinity diagram, which is a technique that helps organize and categorize a large number of ideas, issues, or requirements into logical groups based on their natural relationships or common themes. Affinity diagram can help to manage stakeholder collaboration by facilitating brainstorming, encouraging participation, building consensus, and resolving conflicts among the stakeholders. Affinity diagram can also help to elicit, analyze, and prioritize requirements, but that is not the primary purpose of this technique. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, Section 4.3: Confirm Elicitation Results, p. 175-176
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.3: Confirm Elicitation Results, p. 108-109
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 9: Underlying Competencies, Section 9.3: Collaboration and Teamwork, p. 350-351

 A plan-driven approach to business analysis planning and monitoring is one that follows a predefined and detailed plan for the business analysis activities, deliverables, and tasks. A plan-driven approach is usually preferred when the scope, requirements, and solution are well-defined and stable, and when the stakeholders have a high degree of agreement and alignment. A plan-driven approach typically requires a significant amount of formality and detail in the documentation, approval, and communication of the requirements and the business analysis work. A plan-driven approach is also known as a predictive or waterfall approach. References:

• BABOK® Guide, p. 13-14
• CBAP / CCBA Certified Business Analysis Study Guide, p. 27-28
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 2, Video: “Business Analysis Planning and Monitoring”

 The solution development team is appearing to change the prioritization of the requirements based on overstated complexity of the project work. This means that they are exaggerating the difficulty and effort involved in implementing a certain portion of the requirements, in order to lower their priority or avoid doing them altogether. This may indicate that the team does not want to implement those requirements for some reason, such as lack of interest, skills, resources, or alignment with the solution vision. This may also result in a loss of trust and collaboration between the business analyst and the solution development team, and a compromise of the quality and value of the solution.

The other options are not correct. A. Changing the prioritization of the requirements based on the past project is not what the solution development team is appearing to do, as they are insisting that this is a different type of requirements than the previous project. C. Getting the requirements removed from the project scope is not what the solution development team is appearing to do, as they are not explicitly asking for that, but rather expressing the difficulty of the requirements. D. Having the business analyst report the difficulty of the project work to the project customer is not what the solution development team is appearing to do, as they are not suggesting that, but rather complaining about the complexity of the project work. References:

• Business Analysis Professional (CBAP) Certification Study Guide, page 131, section 4.2.3 Requirements Prioritization
• Prioritizing Requirements - IIBA®
• How to Prioritize Requirements: Techniques, Tools, and Examples

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.

 The BA should proceed by obtaining approval to change the policies that are either constraining or insufficient to achieve the value desired by the future state. This is because the BA’s role is to align the solution with the business need and ensure that it delivers value to the stakeholders. If the existing policies are preventing or limiting the value realization, the BA should seek to change them by following the appropriate governance process and obtaining the necessary buy-in from the policy owners and other affected parties. Modifying the solution to comply with the policies, identifying an assumption about future state value, or modeling two future states are not the best options because they do not address the root cause of the problem and may result in suboptimal or ineffective solutions. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 254
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.3: Define Future State, page 99
• 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 254

A cause-and-effect diagram, also known as an Ishikawa diagram or a fishbone diagram, is a graphical tool that visualizes the result of a root cause analysis study. It helps to identify, sort, and display the possible causes of a specific problem or quality issue. 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. References:

• Root Cause Analysis: Definition, Examples & Methods | Tableau, under Approaches to Root Cause Analysis
• Root Cause Analysis, Ishikawa Diagrams and the 5 Whys - isixsigma.com, paragraph 1
• Root Cause Analysis - Practical Action, paragraph 1

The elicitation scope defines the boundaries of the elicitation activity and ensures that the BA and the stakeholders focus on the relevant information and avoid unnecessary details or tangential points. The elicitation scope helps the BA to communicate the purpose, objectives, and expected outcomes of the elicitation activity to the stakeholders, and to manage their expectations and participation. The elicitation scope is influenced by the business domain, corporate culture, group dynamics, and expected outputs, as these factors affect the type and level of information that is needed and available for the project. References:

• BABOK Guide v3, Section 4.1.1: Prepare for Elicitation - Inputs1
• Preparing for elicitation – The Functional BA2
• What Is Elicitation: Top Requirement Elicitation Techniques for 20243

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 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

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.”

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 inputs for this activity are the following2:

• Requirements management plan: This document defines how requirements will be elicited, analyzed, documented, validated, and managed throughout the project lifecycle. It provides guidance on the elicitation approach, techniques, roles, responsibilities, and deliverables.
• Business need: This is the problem or opportunity that the project intends to address. It provides the context and rationale for the elicitation activity and helps to define the scope and objectives of the project.
• Solution scope: This is the set of capabilities and features that a solution must deliver in order to meet the business need. It defines the boundaries and assumptions of the project and helps to identify the stakeholders and sources of information for the elicitation activity.
• Stakeholder list, roles, and responsibilities: This is the identification and description of the individuals and groups who have an interest or influence in the project. It defines their roles, responsibilities, expectations, and level of involvement in the elicitation activity.
• Business analysis information: This is the collection of information that has been gathered, analyzed, and documented during the business analysis process. It includes the business analysis plan, the business case, the current and future state descriptions, the requirements, the assumptions, the constraints, the risks, the issues, and the change requests. It provides the input and reference for the elicitation activity and helps to avoid duplication or inconsistency of information.
• Elicitation activity plan: This is the plan that describes the specific details of the elicitation activity, such as the purpose, scope, objectives, approach, techniques, participants, agenda, logistics, materials, and expected outcomes. It helps to prepare and organize the elicitation activity and ensure its alignment with the requirements management plan and the business analysis plan.

Documented elicitation results are not an input, but an output of the conduct elicitation activity. They are the records of the information that has been elicited from the stakeholders and other sources during the elicitation activity. They include notes, transcripts, recordings, models, diagrams, sketches, prototypes, surveys, questionnaires, and other artifacts that capture the stakeholder needs, expectations, preferences, assumptions, constraints, and feedback. They are used as an input for the confirm elicitation results activity, where they are checked for accuracy, completeness, and consistency. References: Conduct Elicitation - iiba.org, Exploring the CBAP Knowledge Areas - Institute i4

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

 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

1. The BA has collected the following information over the last three months

2. current process capability were increased by 50% => 30 + (30/2) =45

3. new success rate continues to remain the same after implementing the BA's recommendation = 80%

Total success = 80% of 45 = 36

So, per month = 36 / 3 =12

References:

• 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
• Basic Math Operations, Khan Academy

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

 A trainer is a role that works with the project team to understand the deliverables and then teaches the users of the deliverables how to utilize the project’s product. A trainer is responsible for designing, developing, and delivering training programs and materials that enable the users to learn and apply the skills and knowledge required to use the project’s product effectively and efficiently. A trainer also evaluates the effectiveness and outcomes of the training programs and provides feedback and support to the users and the project team12. An end user is a role that uses the project’s product to perform their tasks or functions. An end user is the ultimate beneficiary of the project’s product, and their needs and expectations are the primary drivers of the project’s requirements and scope. An end user also provides feedback and input to the project team throughout the project lifecycle, and participates in testing and validating the project’s product13. A database analyst is a role that designs, develops, and maintains the database systems and structures that store and manage the data and information for the project’s product. A database analyst is responsible for analyzing the data and information requirements and specifications, creating and modifying the database schemas and models, ensuring the data quality and integrity, and optimizing the database performance and security14. A stakeholder is a role that has an interest or influence in the project or the project’s product. A stakeholder can be an individual, group, or organization that is affected by or can affect the project’s outcomes and objectives. A stakeholder can have different roles and responsibilities in the project, such as a sponsor, a customer, a supplier, a regulator, a team member, or a subject matter expert15. References:

• CBAP® Handbook
• Trainer - iiba.org
• End User - iiba.org
• Database Analyst - iiba.org
• Stakeholder - iiba.org

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

 A cultural assessment is a process of evaluating the current state of the enterprise culture and how well it aligns with the goals and values of the organization. It can help the BA understand the expectations, experiences, philosophies, and behaviors that guide the stakeholders in the organization. By conducting a cultural assessment, the BA can identify the potential impacts of the solution change on the organizational culture and vice versa. The BA can also use the assessment results to plan for effective change management and stakeholder engagement strategies. References:

• IIBA BABOK Guide, Section 3.5.2, Enterprise Culture Assessment
• Cultural Assessments: What They Are and How To Conduct One, Indeed.com
• Culture Assessment: Definition, Framework, Types of Culture and Questions, QuestionPro.com

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

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

 A focus group is a technique that helps to elicit the opinions, preferences, and feedback of a group of stakeholders about a specific topic, such as a prototype of a new web-based application. A focus group is facilitated by a moderator who guides the discussion and encourages the participants to share their views and experiences. A focus group can help the BA to understand the stakeholders’ perception, ideas, and attitudes about the prototypes, and to identify any issues, gaps, or improvements. A decision analysis is a technique that helps to evaluate and compare the possible outcomes of different alternatives using criteria such as costs, benefits, risks, and impacts. A decision analysis can help the BA to select the best solution option, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. A prioritization is a technique that helps to rank the requirements or solution options based on their relative importance, urgency, value, or dependency. A prioritization can help the BA to determine the optimal scope and sequence of the solution delivery, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. A brainstorming is a technique that helps to generate a large number of ideas or solutions in a short time by encouraging the participants to think creatively and freely. A brainstorming can help the BA to explore different possibilities and perspectives, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.24: Focus Groups, p. 532-533; Section 10.16: Decision Analysis, p. 518-520; Section 10.38: Prioritization, p. 550-552; Section 10.7: Brainstorming, p. 503-504.

The specify and model requirements process is the process of defining and describing the requirements in detail and representing them in different formats, such as textual, graphical, or mathematical. The primary purpose of this process is to analyze the functioning of an organization and to provide an insight into opportunities for improvement. By specifying and modeling the requirements, the business analyst can identify the gaps, issues, and needs of the organization and its stakeholders, and propose solutions that can address them. The specify and model requirements process also helps to communicate, validate, and verify the requirements with the stakeholders and ensure that they are aligned with the business goals and objectives. References:

• BABOK® Guide, p. 50-51
• CBAP / CCBA Certified Business Analysis Study Guide, p. 153-154
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 1, Video: “Specify and Model Requirements”

Prioritizing requirements is a process of determining the relative importance and urgency of the requirements based on the criteria and preferences of the stakeholders. Prioritizing requirements can help to allocate resources, manage scope, and resolve conflicts. One of the factors that can affect the prioritization of requirements is the dependency, which means that one requirement must be implemented before another requirement can be implemented. In this case, you are correct to move one of the requirements higher in the prioritization because it is needed to be implemented before some of the more important requirements are done. This way, you can ensure that the dependency is satisfied and that the project can deliver the expected value. Ralph is incorrect to rank the requirements based on their level of difficulty, as this is not a relevant criterion for prioritization. The level of difficulty can be considered in the estimation and planning of the project, but not in the prioritization of the requirements. References: BABOK Guide v3, page 52; CBAP / CCBA Certified Business Analysis Study Guide, page 160.

The confirm elicitation results process is a technique to ensure that the information gathered during an elicitation session is accurate, consistent, and understood by all stakeholders. It involves checking the elicited information for errors, omissions, conflicts, or ambiguity, and resolving any discrepancies or gaps. The purpose of this process is to validate that the stated requirements expressed by the stakeholders match the stakeholders’ understanding of the problem and the stakeholders’ needs, not the solution, the project sponsor, or the project scope1. References: Confirm Elicitation Results - iiba.org

According to the BABOK® Guide, one of the elements of the conduct elicitation activity is tracking the time actually spent eliciting the requirements. This element helps to provide a basis for future planning by comparing the actual time spent with the planned time, identifying the variances, and analyzing the causes and impacts of the variances. Tracking the time actually spent eliciting the requirements also helps to monitor the progress and performance of the elicitation activities, evaluate the effectiveness and efficiency of the elicitation techniques, and improve the estimation and scheduling of future elicitation activities. The other options are not elements of the conduct elicitation activity, although they may be related to it. The number of stakeholders that did not participate in the requirements elicitation is an element of the confirm elicitation results activity, which helps to ensure the completeness and accuracy of the elicitation outcomes. The cost of actually eliciting the requirements is an element of the manage requirements traceability activity, which helps to track the relationships and dependencies among the requirements and other project deliverables. The changes that entered the scope throughout the requirements elicitation activities are an element of the maintain requirements activity, which helps to manage the changes and updates to the requirements throughout the project life cycle. References:

• BABOK® Guide v3, section 4.2, page 108-109
• Conducting elicitation activity – The Functional BA, paragraph 1
• Prepare for Elicitation, paragraph 2
• Elicitation and Facilitation—Tools, Tips, and Techniques, paragraph 2

A project schedule network diagram is a graphical representation of the logical relationships among the project activities. It shows the dependencies, sequence, and duration of all the activities in a project. A project schedule network diagram is always laid out in a left to right display to properly reflect the chronology of all project work. The diagram can be drawn using different methods, such as the precedence diagramming method (PDM), the arrow diagramming method (ADM), or the graphical evaluation and review technique (GERT). References:

• Project Schedule Network Diagrams from the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition
• Schedule Network Analysis from the Business Analysis Body of Knowledge (BABOK® Guide) - Version 3

A feasibility study is a type of document that evaluates the potential solution alternatives and their expected benefits, costs, risks, and impacts on the organization and its stakeholders. A feasibility study also provides data and statistics to support the analysis and recommendations. A feasibility study helps the decision makers to select the most viable and beneficial solution for the business need.

References:

• CBAP Handbook, page 10, section 3.4.2.3
• BABOK Guide, page 100, section 6.1.5.2

 Quantitative risk analysis is a technique that involves attempting to make and numerically determine the probability of various adverse events and measuring the likely extent of the losses. It uses numerical methods, such as expected monetary value analysis, Monte Carlo simulation, decision tree analysis, and sensitivity analysis, to estimate the likelihood and impact of risk events, and to evaluate the overall risk exposure of the project. Quantitative risk analysis can help to prioritize risks, allocate resources, optimize contingency reserves, and support decision making. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Risk Analysis- Open Courses by Atlantic International University - AIU, paragraph 1
• Which of the following techniques involves attempting to make and numerically determine the probability of various adverse events and measuring the likely extent of the losses?, answer D

 The user interface is the part of a system that allows the actual users to interact with one another, the system, or data moved between two users. The user interface is the means by which the users can input, view, manipulate, or output information through the system. The user interface can be graphical, textual, auditory, tactile, or a combination of these. The user interface is an important aspect of the user experience and usability of the system. The user interface should be designed to meet the user needs, preferences, and expectations, as well as the system requirements and constraints. References: IIBA BABOK Guide v3, section 9.1.2, page 326; CBAP / CCBA Certified Business Analysis Study Guide, chapter 7, page 251; CBAP Exam Questions - Institute i4, question 241.

 A scribe is a participant who has to keep the minutes and details of the conversation during interviews. A scribe is a person who records the key points, questions, answers, and action items that are discussed during the interview. A scribe helps to capture the information accurately and completely, as well as to document any assumptions, issues, or risks that arise during the interview. A scribe also helps to prepare and distribute the interview notes and follow-up actions to the relevant stakeholders. A scribe can be a business analyst, a stakeholder, or a third-party facilitator, depending on the availability and suitability of the role. References: IIBA BABOK Guide v3, section 4.2.5.2, page 116; CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 178; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 240.

The initiating process group is the one that occurs at the beginning of the project. It involves defining the project scope, objectives, and deliverables, obtaining the project authorization, identifying the key stakeholders, and establishing the project manager’s authority. The initiating process group helps to set the vision and direction of the project, and aligns it with the strategic goals of the organization. The initiating process group also ensures that the project is feasible, viable, and desirable, and that it has the necessary support and resources to proceed. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Project Management Process Groups - Villanova University, under Initiating Process Group
• The Five Traditional Process Groups Explained - Project Management Academy, under Initiating Phase

 A milestone is a term used to describe a major deliverable or key event in the project used to measure project progress. A milestone is a significant point in time that marks the completion of a specific scope of work or a specific objective. A milestone can also be a checkpoint that indicates the readiness of the project to move to the next phase or stage. A milestone can be used to monitor and control the project schedule, budget, quality, and risks. A milestone can also be used to communicate the project status and achievements to the stakeholders and sponsors. A milestone is usually associated with a specific date and has no duration. References: IIBA BABOK Guide v3, section 5.1.3, page 163; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 6, page 233; CBAP Sample Questions, question 233.

The possible reason why the solutions’ team was unable to accurately assess the merits of each of the proposed solutions is that the requirements and design options were not detailed enough. This means that the requirements and design options did not provide sufficient information, clarity, or specificity for the solutions’ team to understand, evaluate, and compare the different approaches for implementing the feature. The lack of detail may also lead to ambiguity, inconsistency, or incompleteness in the requirements and design options, which can affect the quality and feasibility of the solutions. The BA should ensure that the requirements and design options are detailed enough to meet the needs and expectations of the stakeholders, and to support the decision making and implementation processes. Requirements are not allocated to solution components, too many approaches are dividing the team, or business needs are unclear to the team are not the best options for the possible reason, 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 7: Requirements Analysis and Design Definition, page 280
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis and Design Definition, section 7.5: Specify and Model Requirements, page 133
• 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 280

 Collaborative games are a technique that can be used to elicit requirements in a workshop setting. They involve engaging the participants in structured activities that encourage creativity, collaboration, and consensus. Collaborative games can help to avoid disrupting the workshop by creating a positive and productive atmosphere, reducing the potential for conflict, and increasing the buy-in and ownership of the requirements. Some examples of collaborative games are brainstorming, affinity diagramming, storyboarding, and prioritization games. References:

• Business Analysis Body of Knowledge (BABOK) Guide, section 10.18, Collaborative Games
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 6, Elicitation and Collaboration, page 223-224
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 10, Review Questions, question 10.14, page 440

 A RACI chart is a graphical representation of roles and responsibilities of different project team members. It is a matrix that shows the relationship between the project activities and the project roles. RACI stands for Responsible, Accountable, Consulted, and Informed. These are the four levels of involvement that a project team member can have in a project activity. A RACI chart can help to clarify the expectations, avoid confusion, and improve communication among the project team and stakeholders. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 343
• Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide
• What is a RACI Chart? | RACI Chart Definition & Example | ASQ

This question is based on a case study that compares four scenarios for implementing a new system for a bank. The case study provides the following information about the duration of each scenario:

• Scenario 1: 6 months
• Scenario 2: 9 months
• Scenario 3: 10 months
• Scenario 4: 7 months

The question asks for the time difference in days between the shortest and longest implementation. The shortest implementation is Scenario 1, which is 6 months or 180 days. The longest implementation is Scenario 3, which is 10 months or 300 days. Therefore, the time difference in days is 300 - 180 = 120 days. References: The case study is available in the CBAP® Exam Sample Questions and Exam Blueprint document1. The answer is also verified by the CBAP® Exam Answer Key document2. Both documents are accessible from the IIBA® website3.

Work breakdown structure creation is a technique that can be used to plan and manage the business analysis work, but it is not a technique to specify or model requirements. Organization modeling, data modeling, and state diagrams are all techniques that can be used to describe different aspects of the requirements, such as the stakeholders, the data, and the behavior of the solution. References:

• CBAP Handbook, page 6, Exam Blueprint, Knowledge Area 4: Requirements Analysis and Design Definition
• BABOK Guide, Chapter 10: Techniques, Section 10.1: Acceptance and Evaluation Criteria Definition, Section 10.8: Data Modeling, Section 10.34: State Modeling, Section 10.37: Work Breakdown Structure

 Solution scope is the set of capabilities a solution must deliver in order to meet the business need. It describes what is included in the solution, such as features, functions, and characteristics. Solution scope is not concerned with how the solution is delivered, but rather what the solution is. Solution scope is defined by the business analyst based on the business needs and requirements of the stakeholders. References:

• Business Analysis Professional (CBAP) Certification
• Solution Scope – An Insight
• Solution Scope vs. Project Scope

 In the context of risk assessment, the impact of a risk is often calculated by multiplying the Probability of Occurrence (POC) with the Cost of Impact. For each risk in this scenario:

• Natural disasters: 0.2 * 15,000 = 3,000
• Power surges: 0.5 * 20,000 = 10,000
• Human errors: 0.9 * 3,000 = 2,700
• System security: 0.4 *16,000 =6,400

Power surges have the highest negative impact to value at $10,000.

References: The calculation is based on standard risk assessment practices which involve evaluating both the probability and impact of risks to prioritize them effectively; as per Business Analysis Professional (CBAP) learning documents or resources

An elicitation activity plan is a technique that helps to plan and prepare the activities and tasks that are required to elicit the information and requirements from the stakeholders. An elicitation activity plan defines the objectives, scope, approach, methods, techniques, tools, resources, schedule, and deliverables of the elicitation process. An elicitation activity plan can help the BA to create an output of the initial meeting with experts, as it can help to identify the stakeholders, their roles and responsibilities, their information and communication needs, their availability and preferences, and their expectations and constraints. An elicitation activity plan can also help the BA to select the most appropriate and effective elicitation techniques, such as interviews, workshops, observation, or document analysis, to obtain the relevant and reliable information and requirements from the experts. 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 is not an output of the initial meeting with experts. A current state flowchart is a technique that helps to create a graphical representation of the activities and tasks that are performed to achieve a specific goal or outcome in the current state of the organization or the solution. A current state flowchart 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 current state flowchart can help the BA to understand and document the current state of the delivery process, but it is not an output of the initial meeting with experts. An information management approach is a technique that helps to plan and manage the storage, access, distribution, and retention of the information and requirements throughout the project lifecycle. An information management approach defines the format, structure, level of detail, and quality of the information and requirements, the tools and techniques to be used, the roles and responsibilities of the information and requirements owners and users, and the policies and procedures to be followed. An information management approach can help the BA to ensure the consistency, accuracy, completeness, and security of the information and requirements, but it is not an output of the initial meeting with experts. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.12: Elicitation Activity Plan, p. 513-514; Section 10.19: Data Modeling, p. 525-527; Section 10.43: Process Modeling, p. 557-559; Section 10.14: Information Management Approach, p. 516-517.

 Scalability is a non-functional requirement that refers to the ability of a system to handle increasing workloads or demands without compromising its performance or functionality. System B supports scalability over System A, as it can process double the number of claims that System A can, and it rarely goes offline. System A, on the other hand, would be at capacity if it were to process all of the company’s claims, and it must go offline for two hours each day. References: The answer can be verified from the Business Analysis Professional (CBAP) learning documents or resources, such as:

• IIBA BABOK Guide, Section 4.2.3, Non-Functional Requirements
• Non-Functional Requirements: Definition, Types, and Examples, ReQtest
• Non-Functional Requirements: Scalability, Software Engineering Stack Exchange

 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

 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

 Interface analysis is a technique that helps the business analyst identify and specify the interactions and information exchanges between different systems, components, or actors. Interface analysis can help define the communication flows between the Postal Code validation system and other systems, such as the GPS system, the mobile application platform, and the service provider database. Interface analysis can also help specify the interface requirements, such as the format, frequency, and protocol of the data exchange, and the interface design, such as the layout, navigation, and functionality of the user interface. References:

• IIBA BABOK Guide, Section 10.20, Interface Analysis
• Interface Analysis, Business Analyst Learnings
• Interface Analysis: A Key Technique for Business Analysts, BA Times

 A concept model is a visual representation of the business concepts and their relationships. It helps to clarify the meaning of the terms and concepts used in the requirements. However, different stakeholders may have different levels of understanding and interest in the concept model, depending on their roles and perspectives. Therefore, the BA should use an appropriate level of abstraction to support differing viewports, which are views of the same model that focus on different aspects or levels of detail. This way, the BA can tailor the presentation of the concept model to suit the needs and expectations of each stakeholder group, and help them understand the impacts to their respective daily tasks. References: BABOK Guide v3, p. 112-113; CBAP/CCBA Study Guide, p. 140-141.

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/)

Creative thinking is a type of analytical thinking that involves generating new ideas and innovative concepts to approach problems, solve problems, and generate alternative solutions. Creative thinking helps the business analyst to find novel and original ways to address the needs and expectations of the stakeholders, overcome the challenges and constraints of the project, and add value to the solution. Creative thinking also helps the business analyst to explore different perspectives, challenge assumptions, and experiment with different possibilities. The other options are not types of analytical thinking, but rather techniques or skills that can be used to enhance creative thinking. Lateral thinking is a technique that involves using logic and reasoning to find unconventional or unexpected solutions. Brainstorming is a technique that involves generating a large number of ideas in a group setting. Decision making is a skill that involves choosing the best option among several alternatives based on criteria and evidence. References:

• 9.1 Analytical Thinking and Problem Solving, paragraph 1
• Top 11 Most Effective Business Analysis Techniques | 2024, paragraph 2
• 6 business analysis techniques to use in your strategic plans, paragraph 2
• What is analytical thinking ? – The Functional BA, paragraph 2
• Business Analysis Blog | Systems Thinking – An Analyst’s Essential …, paragraph 2

 An entity relationship diagram (ERD) is a graphical representation of how entities and relationships are organized in a database or a system. An ERD consists of three main components: entities, attributes, and relationships. Entities are the objects or concepts that store data, such as customers, products, or orders. Attributes are the properties or characteristics of entities, such as name, price, or quantity. Relationships are the associations or connections between entities, such as one-to-one, one-to-many, or many-to-many. Forks are not a component of an ERD, but rather a symbol used to represent a relationship type. A fork indicates that a relationship is either one-to-many or many-to-many, depending on the direction of the fork. For example, a fork pointing from an entity A to an entity B means that one instance of A can be related to many instances of B, while a fork pointing from an entity B to an entity A means that many instances of B can be related to one instance of A. References:

• ER Diagram (ERD) - Definition & Overview | Lucidchart, paragraph 1-2
• A Guide to the Entity Relationship Diagram (ERD) - Database Star, paragraph 1-2
• ERD Templates | ER Diagram Examples | Moqups, paragraph 1
• What is an Entity Relationship (ER) Diagram - Creately, paragraph 1
• Components of an ER Diagram - TAE - Tutorial And Example, paragraph 1-2

 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

 According to the BABOK® Guide, a risk is “an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives such as scope, schedule, cost, and quality” (p. 10). A risk can have both positive and negative impacts, depending on the perspective of the stakeholders and the objectives of the solution. For example, a risk of adopting a new technology may be that it increases the productivity of the employees (positive) but also requires more training and maintenance (negative). A risk analysis in the business case should consider both the probability and the impact of the risks, as well as the strategies to mitigate or exploit them. References: BABOK®Guide, p. 10, 114-115; Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3, Week 2, Video: “Risk Analysis and Management”

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. 

Implementation subject matter experts are the stakeholders who would need detailed technical interface requirements. These are the people who are responsible for designing, developing, and deploying the solution components that interact with other systems or applications. Technical interface requirements specify the format, structure, protocol, and security of the data exchange between the solution and the external entities. Project manager, regulators, and testers are other types of stakeholders who may need different levels of information related to the requirements, but not necessarily the technical interface details. References:

• BABOK® Guide, p. 29, 36, 51, 54
• CBAP / CCBA Certified Business Analysis Study Guide, p. 45, 49, 50, 52
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 3, Video: “Stakeholder Analysis”

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.

Recording the dependencies and relationships for the requirements is a technique of identifying and documenting how the requirements are linked or influenced by each other or by external factors. Recording the dependencies and relationships can help to determine the sequence in which requirements are to be addressed, by showing which requirements must be implemented before, after, or in parallel with other requirements. This can help to plan and manage the requirements implementation, and to avoid any conflicts or gaps in the requirements. References: BABOK Guide v3, page 52; CBAP / CCBA Certified Business Analysis Study Guide, page 160.

To compare the two solutions, we need to calculate the total cost of ownership (TCO) for each option over a given period of time. The TCO includes both the initial investment and the ongoing support costs. The formula for TCO is:

TCO=I+(S×T)

whereIis the initial investment,Sis the monthly support cost, andTis the number of months.

For the inhouse solution, the TCO is:

TCOinhouse​=65,000+(5,600×T)

For the vendor solution, the TCO is:

TCOvendor​=49,000+(6,100×T)

To find the breakeven point, we need to set the two TCOs equal to each other and solve forT:

65,000+(5,600×T)=49,000+(6,100×T)

Simplifying and rearranging, we get:

T=50016,000​=32

This means that the two solutions have the same TCO after 32 months. Therefore, the inhouse solution is cheaper if the solution is used for less than 32 months, and the vendor solution is cheaper if the solution is used for more than 32 months. Hence, the correct answer is A.References:BABOK® Guide, p. 97-98;Certified BusinessAnalysis Professional™ (CBAP®) | Coursera, Course 2, Week 3, Video: “Financial Analysis Techniques”

 Business goals and objectives are the desired outcomes that the organization wants to achieve through the project. They are not the same as the solution requirements, which describe the features and functions of the solution. Business goals and objectives are also not the same as the project scope, which describes the work that needs to be done to deliver the solution. Business goals and objectives are the ends, not the means, of the project. References:

• IIBA BABOK Guide, section 5.1.1, page 97
• CBAP/CCBA Study Guide, chapter 5, page 217

Interface analysis is a technique of identifying and specifying the points of interaction between a solution and its external entities, such as other systems, devices, or users. Interface analysis can help to determine the interoperability of the software, the databases, and the web application by defining the requirements for the data exchange, communication, and integration among them. Interface analysis can also help to identify any potential issues, risks, or dependencies related to the interfaces. References: BABOK Guide v3, page 128; CBAP / CCBA Certified Business Analysis Study Guide, page 184.

 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 RACI chart is a matrix that defines the roles and responsibilities of the stakeholders involved in a task or a process. RACI stands for Responsible, Accountable, Consulted, and Informed. A RACI chart helps to clarify who is responsible for performing the work, who is accountable for the outcome, who needs to be consulted for input or feedback, and who needs to be informed of the progress or results. A RACI chart is important to ensure that the roles and responsibilities of the stakeholders are tracked and communicated, and that there is no confusion, duplication, or omission of tasks. References: [IIBA BABOK Guide v3], section 2.2.2.4, page 25; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 237; CBAP Sample Questions, question 235.

 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.

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. One of the aspects of risk analysis is to measure the maturity level of the security program, which is the degree of development and capability of the security processes and controls that protect the organization from threats and vulnerabilities. A security maturity model is a framework that defines the stages or levels of security maturity and provides a roadmap for improvement. A security maturity model can help to identify the strengths and weaknesses of the security program, prioritize the actions and resources, and benchmark the progress and impact of the security program. References:

• Security Maturity Models: Levels, Assessment, and Benefits, paragraph 1
• Maturity Model | SANS Security Awareness, paragraph 1
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47

An activity network diagram is a method of displaying the timelines of all the various subtasks that are involved in any project. It shows the sequence and dependencies of the subtasks, as well as their durations and start and finish times. An activity network diagram can help to identify the critical path, which is the longest path of subtasks that determines the minimum time required to complete the project. An activity network diagram can also help to monitor and control the project progress, identify and manage risks, and optimize the use of resources. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Critical Path Mapping with Activity Network Diagrams
• How To Create a Project Timeline in 8 Easy Steps, under Step 4: Choose a project timeline format

 A work breakdown structure (WBS) is a visual decomposition of the project scope into smaller and manageable components or deliverables. A WBS is a hierarchical representation of the work that needs to be done to complete the project and achieve its objectives. A WBS defines the scope, schedule, cost, and quality of the project, and helps to allocate the resources and assign the responsibilities for the project. A WBS also helps to identify the dependencies, risks, and issues of the project, and to monitor and control the project performance12. A budgeted cost of work scheduled (BCWS) is a measure of the planned value of the project. A BCWS is the sum of the budgets for all the work packages and activities that are scheduled to be completed by a given date. A BCWS defines the expected cost of the project, and helps to compare the actual cost and the earned value of the project. A BCWS also helps to identify the cost variance and the cost performance index of the project, and to forecast the cost at completion and the estimate at completion13. A resource breakdown structure (RBS) is a visual decomposition of the resources that are needed to complete the project. An RBS is a hierarchical representation of the human and non-human resources that are required to perform the work packages and activities of the project. An RBS defines the types, categories, and quantities of the resources, and helps to estimate, acquire, and manage the resources for the project. An RBS also helps to identify the availability, utilization, and allocation of the resources, and to optimize the resource efficiency and effectiveness14. A product breakdown structure (PBS) is a visual decomposition of the products that are delivered by the project. A PBS is a hierarchical representation of the components and features that make up the products of the project. A PBS defines the scope, quality, and functionality of the products, and helps to design, develop, and test the products for the project. A PBS also helps to identify the requirements, specifications, and standards of the products, and to verify and validate the products1 . References:

• CBAP® Handbook
• Work Breakdown Structure - iiba.org
• Budgeted Cost of Work Scheduled - iiba.org
• Resource Breakdown Structure - iiba.org
• [Product Breakdown Structure - iiba.org]

 A formal approach is suitable for a project that has a high level of complexity, uncertainty, and risk, as well as a high degree of stakeholder involvement and scrutiny. A project to expand into new markets is likely to have these characteristics, especially in the banking industry, which is highly regulated and competitive. A formal approach would help ensure that the project scope, objectives, and requirements are clearly defined, communicated, and approved by the relevant stakeholders, such as the CEO and the CFO. A formal approach would also provide more control and traceability over the project deliverables and changes, as well as more visibility and accountability for the project progress and outcomes. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 59; Business Analysis Body of Knowledge (BABOK ®) Guide, Chapter 2: Business Analysis Planning and Monitoring, section 2.1.4: Selecting the Business Analysis Approach, pages 28-29.

A Gantt chart is a graphical tool that represents the duration of activities against a calendar. It shows the start and end dates, dependencies, and progress of each activity in a project. A Gantt chart can help project managers to plan, schedule, monitor, and control the project activities. It can also help to identify the critical path, which is the longest sequence of activities that determines the minimum time required to complete the project. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• What Is a Gantt Chart? | Definition & Examples | APM
• Activity Duration Estimates: Definition, Importance and Techniques - Indeed, under What are activity duration estimates?

Transference risk response is a strategy that involves transferring the risk to another party or entity, such as through insurance, outsourcing, or warranties. Life cycle costing is not a transference risk response, but a technique for estimating the total cost of ownership of a product or service over its entire life cycle. Life cycle costing does not transfer the risk, but rather helps to identify and compare the costs and benefits of different alternatives. References:

• BABOK Guide v3, section 11.6.5.4, page 402
• Risk response strategies: mitigation, transfer, avoidance, acceptance, paragraph 4
• Risk Response Planning: A Guide to Effective Risk Management, paragraph 3

 Prototyping is a technique that is used to test customer acceptance of the solution and to measure marketplace demand. Prototyping involves creating a simplified or partial version of the solution that can be used to demonstrate, evaluate, and validate the features and functions of the solution with the stakeholders. Prototyping can help to elicit feedback, identify gaps, reduce risks, and increase customer satisfaction. Prototyping can also help to estimate the potential market size, demand, and profitability of the solution. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 279
• BABOK Guide v3, page 386
• Keeping Up With Consumer Demand: No Room For Error For Global Supply Chains, under Digitization determines supply-demand triumph — or disaster.

Time boxing is a technique that involves allocating a fixed amount of time for a specific activity or deliverable. It is often used in agile and iterative approaches to prioritize and manage requirements based on the amount of work that the project team can complete within a given time frame, such as a sprint or an iteration. Time boxing helps to focus on the most important and valuable requirements, deliver frequent and incremental value, and reduce scope creep and rework. Negotiation, grouping, and budgeting are not techniques that are based on the amount of work that the project team is capable of delivering in a given period of time. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 121
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.5: Prioritize Requirements, page 62
• 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 3: Requirements Life Cycle Management, page 121

 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 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.

The BA needs to consider metrics and key performance indicators (KPIs) when using basic statistical sampling concepts to measure the objective of a solution implemented. Metrics and KPIs are quantitative measures that are used to evaluate the performance, progress, and value of a solution, process, or activity. They can help the BA to determine if the solution is meeting the expected outcomes and benefits, and to identify any gaps, issues, or opportunities for improvement. Metrics and KPIs can also help the BA to communicate the results and impact of the solution to the stakeholders and the organization. Some examples of metrics and KPIs that can be used to measure the objective of increasing the number of customer calls resolved per hour are: average call duration, first call resolution rate, customer satisfaction score, and call resolution efficiency. Frequency and timing, financial analysis, and benchmarking and market analysis are not the best options to consider when using basic statistical sampling concepts, because they are either too general, too specific, or not directly related to the objective of the solution. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 337
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.2: Analyze Performance Measures, page 153
• 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 337

 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

 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

A responsibility assignment matrix (RAM) chart is a type of chart that shows the correlation between project team members and the work they’ve been assigned to complete. A RAM chart is a matrix that maps the project activities or deliverables to the project roles or resources. A RAM chart helps to define and clarify the roles and responsibilities of the project team members, as well as to identify the gaps, overlaps, or conflicts in the work assignments. A RAM chart is also known as a linear responsibility chart (LRC) or a resource allocation matrix (RAC). A RACI chart is a specific type of RAM chart that uses the RACI notation to indicate the level of involvement of each team member in each activity or deliverable. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 237; CBAP Sample Questions, question 239.

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 = 65, so the number of communication channels is:

65 x (65 - 1) / 2 = 2080

Therefore, the correct answer is A. 2080. References:

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

 Quality control is not one of the reasons why trace requirements is useful, but a process that monitors and measures the quality of the project deliverables and outputs against the quality standards and criteria established in the quality management plan. Quality control is used to make certain that the project team members are completing the project work according to the project plan and meeting the stakeholder expectations. Quality control involves performing quality audits, inspections, tests, reviews, and validations to identify and correct any defects, errors, or deviations from the specifications1.

The other three options are valid reasons why trace requirements is useful. Trace requirements is a technique that involves establishing and documenting the relationships between requirements and other aspects of the product management process, such as design elements, test cases, releases, and incidents. Trace requirements is useful for the following purposes234:

• Impact analysis: Trace requirements helps to evaluate the impact of a potential change or a problem on the requirements and the solution. By tracing the dependencies and links between requirements and other items, the business analyst can quickly and easily assess the scope, cost, time, and risk implications of the change or the problem, and plan the appropriate response actions.
• Requirements coverage: Trace requirements helps to ensure that all the requirements are fulfilled by the solution and that all the solution components contribute to the requirements. By tracing the alignment and mapping between requirements and solution components, the business analyst can verify that the solution meets the stakeholder needs and expectations, and that there are no gaps or redundancies in the solution.
• Requirements allocation: Trace requirements helps to assign requirements to solution components and to releases. By tracing the distribution and allocation of requirements to different parts of the solution and to different phases of the project, the business analyst can prioritize and schedule the requirements based on their value, risk, dependency, and complexity, and ensure that the solution is delivered incrementally and iteratively. References: 1: Project Quality Management: Processes & Tools | Villanova University5 2: Requirements Traceability - The What, Why and How | Netmind6 3: Requirements traceability – why and how to do it?7 4: Requirements traceability : What, why and how - Modern Analyst8

 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 andcommunication techniques - Exposit 4: Communication strategy for stakeholder engagement – SustaiNet

The solution approach is the process of defining the most feasible and appropriate way to implement a change that addresses a business need. It involves identifying and evaluating different options for creating or acquiring new capabilities, such as products, services, processes, or systems, that will deliver value to the stakeholders and solve the business problem. The solution approach also considers the constraints, risks, assumptions, and dependencies that may affect the solution. The solution approach provides the basis for defining the solution scope, which specifies the features and functions of the solution, and the project scope, which specifies the work required to deliver the solution123.

The other options are not correct definitions of the solution approach. Option A is the definition of scope change control, which is the process of managing and documenting the changes to the product scope as approved by the project stakeholders. Option C is the definition of a risk, which is an uncertain event or condition that may have a positive or negative impact on the project objectives. Option D is the definition of decomposition, which is a technique that breaks down the project scope into smaller deliverables; each deliverable is subdivided repeatedly until the deliverable cannot or should not be broken down any further4. References: 1: BABOK® Guide v3, section 11.2 Define Solution Approach, page 402 2: CBAP® Exam Prep Study Guide, chapter 9, page 323 3: How toChoose the Right Business Analysis Approach 4: PMBOK® Guide, Sixth Edition, section 5.4.2.1 Decomposition, page 156

 A business analysis communication plan is a document that describes how the business analyst will communicate with the stakeholders, including the stakeholder groups, communication needs, level of formality, frequency, format, and methods of communication. It is one of the outputs of the business analysis planning and monitoring knowledge area, and it helps to ensure that the stakeholders are informed, engaged, and satisfied with the business analysis process and deliverables. A business analysis communication plan is not the same as a project communication plan, which covers the overall communication needs of the project and is typically created by the project manager. A business analysis communication plan focuses on the specific communication needs related to the business analysis activities and requirements. References:

• IIBA BABOK Guide v3, p. 36, 38, 40, 42
• How to Create a Stakeholder Management Plan Smartsheet
• CBAP 150 Practice Questions Flashcards, Question 5
• How To Create an Effective Stakeholder Communication Plan

The project manager is the stakeholder who must approve the business analysis approach to ensure that it is compatible with the other project activities. The project manager is responsible for overseeing the project execution, managing the project resources, and ensuring that the project meets its objectives, scope, schedule, and budget. The project manager also coordinates the work of the project team, including the business analyst, and ensures alignment between the project management approach and the business analysis approach. The project manager needs to approve the business analysis approach to ensure that it supports the project goals, fits the project constraints, and does not conflict with the project plan. The project manager also needs to monitor and control the business analysis activities and deliverables throughout the project lifecycle. The project manager and the business analyst should collaborate closely to define and document the business analysis approach, as well as to communicate and manage changes to the approach as needed1234. References: 1: How to Choose the Right Business Analysis Approach1 2: Business analysis approach planning2 3: Approve Requirements3 4: Defining the Business Analysis Approach in 20235

 The relationships among the requirements add to the level of complexity of the solution. Requirements can have dependencies, conflicts, overlaps, and gaps that make them more difficult to analyze, prioritize, and implement. The business analyst needs to identify and manage these relationships to ensure the solution meets the stakeholder needs and delivers value. References:

• A Guide to the Business Analysis Body of Knowledge (BABOK Guide), version 3, section 4.2.3
• Business Analysis Professional (CBAP) Certification Study Guide, version 3.0, page 131

 Root cause analysis is a technique that helps identify the underlying causes of failures or difficulties in accomplishing business analysis work. It involves asking a series of questions to determine the origin of a problem and the factors that contributed to it. By finding and addressing the root causes, the business analyst can prevent the problem from recurring and improve the performance of the business analysis process. References:

• CBAP® Handbook, page 18, section 4.5. Manage Business Analysis Performance
• BABOK® Guide, page 387, section 10.25. Root Cause Analysis
• Tips for Earning a Business Analysis Certification, section 2. Understand the BABOK® Guide

According to the BABOK Guide, textual requirements are one of the forms of specifying and modeling requirements. Textual requirements are written statements that describe the characteristics of the solution in a clear, concise, and consistent manner. Textual requirements typically consist of three components: the capability of the solution, the condition under which the requirement is applicable, and the constraint that may limit the solution. The capability describes what the solution must or should do, the condition describes the situation or scenario in which the requirement is relevant, and the constraint describes the restriction or limitation that may affect the solution’s ability to meet the requirement. For example, a textual requirement for a banking system could be:

The system shall allow customers to withdraw cash from any ATM machine (capability) within the network (condition) up to a maximum of $500 per day (constraint).

References:

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 402, section 10.31.2.11
• Textual Requirement Artifacts - Blueprint Online Help - HelpDocs, paragraph 1
• How to Model Textual Requirements - Formal Mind GmbH, paragraph 2

According to the BABOK Guide, a change-driven approach to business analysis is characterized by frequent delivery of value to stakeholders, iterative planning and feedback, and adaptive responses to changing needs and priorities. In such an approach, communications are managed by focusing more on the frequency of communication and using face-to-face channels as much as possible. This helps to ensure that information is sharedquickly and effectively, and that feedback loops are established and maintained. Formal communications are less emphasized in a change-driven approach, as they may slow down the delivery process and introduce unnecessary overhead. Ad hoc communications are not sufficient for managing change-driven projects, as they may lead to inconsistency, confusion, and missed information. References:

• BABOK Guide, section 2.5.3, page 35
• How to create a business analysis communication plan, paragraph 2
• CBAP/CCBA/ECBA Certification Practice Test, question 8

 Identifying the stakeholders early on in the business analysis duties helps the business analyst to understand the needs, expectations, and interests of the stakeholders, as well as their influence and authority on the project. This helps the business analyst to plan and manage the requirements activities, communicate effectively with the stakeholders, and address any issues or conflicts that may arise. By involving the stakeholders throughout the business analysis process, the business analyst can ensure that the requirements deliverables are aligned with the stakeholder needs and expectations, and that they are delivered on time and within budget. References:

• IIBA, A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, 2015, p. 30-311
• IIBA, Business Analysis Competency Model, Version 4, 2018, p. 142

 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

A non-negotiable demand by a stakeholder during the requirements prioritization session is one that does not allow for any trade-offs, compromises, or alternatives. It is a demand that must be met regardless of the impact on other requirements, the feasibility of the solution, or the value to the organization. A stakeholder who insists that all requirements are ranked as high is making a non-negotiable demand, as this would prevent any meaningful prioritization and allocation of resources. Communication, cost-benefits ratio, and cost are not non-negotiable demands, as they can be negotiated,adjusted, or balanced with other factors during the requirements prioritization session. References: BABOK Guide v3, section 10.25 Requirements Prioritization; 1

Functional decomposition is a technique that breaks down a complex solution scope into smaller and manageable work products or deliverables. It helps to understand the scope of work that needs to be completed, and to organize and prioritize the requirements. Functional decomposition can be represented in various ways, such as hierarchical diagrams, tables, or lists. It can also be used to create a work breakdown structure (WBS) for the project management. Functional decomposition is useful for projects that have a large or unclear solution scope, as it helps to reduce ambiguity and complexity, and to identify dependencies and gaps. References:

• Using Scope Models to Manage Solution Scope
• Solution Scope vs. Project Scope
• Solution Scope – An Insight

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

Change requests are more likely to occur in the early stages of a project, when the requirements are being elicited, analyzed, and validated. During this time, stakeholders may discover new needs, identify gaps, or revise their expectations. Change requests may also arise due to changes in the business environment, such as new regulations, market trends, or competitor actions. Change requests are less frequent in the later stages of aproject, when the requirements are more stable and the solution is being designed, developed, and tested. References:

• A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, Chapter 4: Requirements Life Cycle Management, Section 4.5: Manage Changes1
• CBAP Certification Study Guide v3.0, Chapter 4: Requirements Life Cycle Management, Section 4.5: Manage Changes2

Quality control is the process of monitoring and measuring the quality of the project deliverables and outputs against the quality standards and criteria established in the quality management plan. Quality control is used to make certain that the project team members are completing the project work according to the project plan and meeting the stakeholder expectations. Quality control involves performing quality audits, inspections, tests, reviews, and validations to identify and correct any defects, errors, or deviations from the specifications. Quality control is one of the key processes in the project quality management knowledge area, which ensures that the project meets the quality requirements1234. References: 1: BABOK® Guide v3, section 11.6.5.9 Quality Management and Control, page 418 2: CBAP® Exam Prep Study Guide, chapter 9, page 340 3: Project Quality Management: Processes & Tools | Villanova University5 4: Quality Control in Project Management | PMI6

SMART is an acronym that stands for Specific, Measurable, Achievable, Relevant, and Time-bound. It is a widely used approach to assess the business goals and their validity and longevity. SMART helps to ensure that the business goals are clear, realistic, and aligned with the business vision and strategy. SMART also helps to monitor and evaluate the progress and outcomes of the business goals. By using SMART, business analysts can define the business needs and requirements more effectively, and communicate them to the stakeholders more efficiently12. References:

• SMART Goals: Definition and Examples | Indeed.com
• How to Set SMART Goals: Guide for Supervisors and Employees

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®

 MoSCoW is an acronym for Must-have, Should-have, Could-have, and Won’t-have this time. It is a prioritization technique that many organizations use in project management, software development, business analysis, etc., to categorize and prioritize requirements or tasks based on their importance and urgency. The method provides a simple and effective way to prioritize work items by assigning them to one of the four categories12:

• Must-have: These are the critical and non-negotiable requirements or tasks that must be completed for the project or product to be successful. Without them, the project or product will fail or become useless. For example, compliance with legal or security standards, or core functionality of the product.
• Should-have: These are the important but not essential requirements or tasks that should be completed for the project or product to be satisfactory. They add significant value or benefit, but they are not as time-sensitive or critical as the must-haves. They can be postponed or omitted without compromising the project or product. For example, performance improvements, minor bug fixes, or nice-to-have features.
• Could-have: These are the desirable but not necessary requirements or tasks that could be completed for the project or product to be enhanced. They improve the user experience or customer satisfaction, but they have a low impact or benefit. They can be included if time and resources permit, or they can be left out without affecting the project or product. For example, aesthetic changes, extra functionality, or user feedback.
• Won’t-have: These are the least important or relevant requirements or tasks that won’t be completed for the project or product at the current time. They have a low or negative impact or benefit, or they are not appropriate or feasible at the moment. They can be excluded, deferred, or reconsidered for future projects or products. For example, out-of-scope requests, low-priority issues, or unrealistic expectations.

MoSCoW prioritization helps to manage the expectations and needs of the stakeholders, and to focus on the most valuable and urgent work items. It also helps to deal with changing requirements, scope creep, and resource constraints. MoSCoW prioritization is often used with timeboxing, which is a technique that sets a fixed deadline for the completion of a project or product34. References:

• What is MoSCoW Prioritization? | Overview of the MoSCoW Method
• MoSCoW method - Wikipedia
• Simplify Requirement Prioritization With the MoSCoW Method - Geekflare
• MoSCoW: Framework for Effective Prioritization | craft.io

Opportunity cost is the value of the next best alternative that is forgone as a result of making a decision1. In this scenario, the opportunity cost of choosing Project B over Project A is the value of Project A, which is $235,987. This means that by pursuing Project B, the organization is giving up the potential benefit of earning $235,987 from Project A. The risk of Project B is not relevant for calculating the opportunity cost, as it only affects the expected return of Project B, not the value of Project A. The difference between the values of Project B and Project A ($331,013) is not the opportunity cost, as it does not reflect the value of the forgone alternative. The value of Project B ($567,000) is not the opportunity cost, as it is the value of the chosen alternative, not the forgone one. References: 1: Opportunity Cost: Definition, Calculation Formula, and Examples1

The T in SWOT analysis stands for Threats. These are external factors that may pose risks or challenges to the organization, its projects, or its solutions. Threats can be related to the market, the industry, the technology, the environment, the society, the regulation, or the competition. Business analysts should identify and assess the potential threats and their impact on the organization’s objectives and strategies, and recommend ways to mitigate or avoid them. References:

• CBAP® Handbook, page 15, section 4.1.2.3
• BABOK® Guide, page 32, section 3.2.3
• SWOT Analysis: How To With Table and Example
• SWOT Analysis Threats: Definition & Examples

A requirements re-use repository is a collection of reusable requirements that can be applied to similar projects or products. It can help streamline the requirements gatheringprocess by reducing the effort and time needed to elicit, analyze, and document requirements. It can also improve the quality and consistency of requirements by leveraging best practices and lessons learned from previous projects. A requirements re-use repository can also facilitate traceability, change management, and communication among stakeholders.

B. Implementing project templates is not the best answer because project templates are more related to project management than requirements gathering. Project templates can help standardize the project planning and execution processes, but they do not necessarily address the specific requirements of each project or product.

C. Implementing a requirements gathering form is not the best answer because a requirements gathering form is a tool for capturing and documenting requirements, not for streamlining the requirements gathering process. A requirements gathering form can help structure and organize the requirements, but it does not reduce the effort and time needed to elicit, analyze, and document requirements.

D. Implementing scope solution models is not the best answer because scope solution models are used to define and communicate the boundaries and features of a solution, not to streamline the requirements gathering process. Scope solution models can help clarify and validate the solution scope, but they do not reduce the effort and time needed to elicit, analyze, and document requirements. References:

• Using Scope Models to Manage Solution Scope - Business Analyst Articles …
• What is requirements gathering? Template and examples
• Top 10 Requirements Gathering Templates with Samples and Examples

A plan-driven approach to business analysis is a methodology that focuses on minimizing up-front uncertainty and ensuring that the solution is fully defined before implementation begins in order to maximize control and minimize risk. This approach tends to be preferred in situations where requirements are stable and clear, and where changes are costly and disruptive. Therefore, changes in the plan-driven approach are generally avoided unless they are genuinely necessary to address a significant issue or opportunity. Changes in the plan-driven approach require formal approval and documentation, and may affect the scope, schedule, budget, and quality of the project. Changes in the plan-driven approach should be carefully analyzed and justified before being implemented123. References: 1: How to Choose the Right Business Analysis Approach1 2: Plan driven projects versus change driven2 3: Business Analysis Methodology3

A business case is a document that provides the rationale and justification for initiating a project or an investment. It describes the business problem or opportunity, the proposed solution, the expected benefits, costs, risks, and assumptions. A business case also includes an analysis of the alternatives and a recommendation for the best option. A business case helps management to make a go/no go decision based on the value proposition and the return on investment of the project. A business case is one of the key outputs of 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 case1234. References: 1: BABOK Guide v3, section 3.4, pages 68-77 2: CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, pages 107-108 3: Business Analysis Techniques: Developing the Business Case, pages 25-26 4: How to Write a Business Case: 4 Steps to a Perfect Business Case Template

Enterprise analysis is a knowledge area that describes the business analysis activities that take place for an enterprise to identify business opportunities, build a business architecture, determine the optimal project investment path for the enterprise and implement new business and technical solutions1. Enterprise analysis can be triggered by different need generation approaches, such as bottom-up, external drivers, middle management, or top-down2. In this case, the business need stems from external drivers, which are factors outside the organization that influence its performance, such as customers, competitors, regulations, or market trends3. A customer requesting new software for collecting customer information is an example of an external driver that creates a business need for the organization. The organization should conduct enterprise analysis to understand the customer’s requirements, assess the current capabilities and gaps, evaluate the feasibility and risks of the proposed solution, and define the business case and scope for the project. References:

• What is Enterprise Analysis: does it differ from Enterprise Architecture?
• [Enterprise Analysis - Business Analyst Training]
• [External Drivers: Definition & Examples - Video & Lesson Transcript | Study.com]

 Process modeling is a technique that can be used to define and document the business analysis approach, as it describes the activities, tasks, inputs, outputs, and roles involved in the business analysis work. Process modeling can help to identify the scope, objectives, deliverables, dependencies, assumptions, constraints, and risks of the business analysis work. Process modeling can also help to communicate and validate the business analysis approach with stakeholders and ensure alignment with the project management approach. References: BABOK Guide v3, section 4.1.1.1, page 110; Business Analysis Techniques: Planning and Monitoring Business Analysis Work by Milena Pajic, section Using Process Modeling for Planning and Monitoring, page 171

 A plan-driven approach to business analysis is characterized by a high degree of upfront planning, detailed documentation, and formal processes. In this approach, the requirements are captured using standardized templates that provide a consistent and comprehensive format for describing the business needs, objectives, and specifications. The templates may include sections such as scope, assumptions, constraints, risks, acceptance criteria, and traceability. The templates are usually predefined by the organization or the project management office, and they help to ensure the quality, clarity, and completeness of the requirements. The templates also facilitate the communication, verification, and validation of the requirements among the stakeholders.

References:

• Plan Business Analysis Approach - iiba.org, page 1
• How to Choose the Right Business Analysis Approach, paragraph 4
• Business analysis approach planning – The Functional BA, paragraph 2

 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

Opportunities to prioritize requirements is not something that Rachel should include in her business case, as it is not relevant for the decision-making process. A business case is a document that clearly identifies the reasoning for initiating a project to justify the resources required. It includes the following items12:

• A business problem or opportunity
• Possible solutions and their benefits and disadvantages
• Risks associated with the main solution
• Costs
• Implementation timeline
• Consequences for implementing a solution and for retaining the status quo

Opportunities to prioritize requirements is not one of these items, as it is part of the business analysis process, not the business case. Prioritizing requirements is a technique that helps to rank the requirements in order of importance, urgency, or value for the stakeholders. It helps to determine which requirements should be implemented first, and which ones can be deferred or excluded. Prioritizing requirements is useful for managing the scope, schedule, and budget of the project, but it is not a factor that influences the approval or rejection of the project34.

The other options are things that Rachel should include in her business case, as they are relevant for the decision-making process. A. Time to break even is the period of time required for the project to recover its initial investment. It is a measure of the profitability and feasibility of the project, and it helps to compare different solution options5. C. Follow-on opportunities are the potential benefits or outcomes that can be achieved after the completion of the project, such as new markets, customers, products, or services. They are part of the qualitative and quantitative benefits of the project, and they help to demonstrate the value and alignment of the project with the business vision and strategy. D. Qualitative and quantitative benefits are the positive impacts or results that the project will deliver to the organization and the stakeholders, such as increased revenue, customer satisfaction, efficiency, or quality. They are expressed in both non-numerical and numerical terms, and they help to justify the costs and risks of the project. References:

• How to Write a Business Case (Template Included) - ProjectManager
• How to Write a Business Case | Smartsheet
• Prioritizing Requirements - IIBA®
• How to Prioritize Requirements: Techniques, Tools, and Examples
• Break-Even Analysis - Definition, Formula, Example, and Advantages
• [How to Write a Business Case (with Examples & Template to Help) - Pingboard]
• [Cost-Benefit Analysis: A Quick Guide with Examples and Templates]

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 BA should recommend continuing with the implemented solution, as it is the most feasible and cost-effective option among the given choices. Retiring the implemented solution would mean losing the value that the business is already recognizing from the system, as well as wasting the resources that were invested in the project. Conducting elicitation or planning stakeholder engagement would not necessarily improve the performance of the system, and would incur additional costs and efforts. Therefore, the BA should advise the business to accept the current level of performance and focus on maximizing the value of the system, unless a more viable alternative becomes available in the future. 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. 230-231; Chapter 8: Solution Evaluation, p. 280-281.
• Business Analysis for Practitioners: A Practice Guide, Chapter 6: Solution Evaluation, p. 157-158.

A collaborative approach is a type of elicitation approach that involves working with multiple stakeholders simultaneously to elicit, analyze, and validate requirements. A collaborative approach can help to complete requirements elicitation activities in a short period of time, as it can:

• Reduce the number of individual meetings and interviews that need to be conducted
• Increase the quality and quantity of information that can be gathered from different perspectives and sources
• Enhance the communication and understanding among the stakeholders and the BA
• Promote the consensus and agreement on the requirements and the solution scope
• Identify and resolve any conflicts, issues, or gaps in the requirements

Some examples of collaborative elicitation techniques are:

• Requirements workshops: A structured and facilitated session that brings together a group of stakeholders to elicit, analyze, and prioritize requirements
• Brainstorming: A technique that generates a large number of ideas or solutions from a group of stakeholders in a creative and spontaneous manner
• Focus groups: A technique that collects the opinions, preferences, and feedback of a group of stakeholders on a specific topic or issue
• Prototyping: A technique that creates a simplified or partial version of the solution to elicit, demonstrate, and validate requirements

The other options are not correct because they are not types of elicitation approaches, but rather techniques that can be used within an elicitation approach. An experiment is a technique that tests a hypothesis or an assumption by observing the results of a controlled or simulated scenario. An estimation is a technique that approximates the size, cost, duration, or effort of a project or a solution. A research is a technique that collects and analyzes information from existing sources, such as documents, reports, databases, etc.

References:

• [BABOK Guide v3], Section 4.2: Conduct Elicitation, p. 100-101
• Types of Elicitation Techniques for the Business Analyst, Blog Post, September 2018
• Elicitation Techniques Used by Business Analysts – Tips and Guidance, Blog Post, July 2023

The type of analysis that the BA has just conducted is impact analysis. Impact analysis is a technique that evaluates the potential effects of implementing a particular change in the existing business operations, in this case, changing the premiums and associated discounts offered to customers. Impact analysis helps to:

• Assess the feasibility and viability of the proposed change
• Identify the benefits and costs of the change for the organization and the stakeholders
• Estimate the time and resources required to implement the change
• Analyze the risks and issues associated with the change
• Communicate and justify the change to the decision-makers and the affected parties

References:

• [BABOK Guide v3], Section 6.2: Define Future State, p. 164-165
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Strategy Analysis, p. 97-98
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 3: Business Analysis: Strategy Analysis, Week 2: Define Future State, Video: Impact Analysis
• Impact Analysis - How to Conduct an Impact Analysis in 5 Steps, Blog Post, June 2023

 Option B is both unambiguous and testable because it provides a specific color code (HEX #0000FF) that can be easily identified, verified, and tested. It leaves no room for interpretation or ambiguity, unlike the other options. A specific HEX code ensures that the exact shade of blue is understood and can be implemented consistently across different displays or prints. References: The answer is verified as per the Business Analysis Professional (CBAP) Learning documents or resources available on IIBA’s official website. Some of the relevant sources are:

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide)
• Business Analysis Competency Model
• Business Analysis for Practitioners: A Practice 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.

The activity that the BA should do to determine which stores will be the first to start the renovations is to perform document analysis for stores annual records. Document analysis is a technique that involves reviewing existing documentation to elicit relevant information for the business analysis purpose. In this case, the BA needs to analyze the annual records of each store to identify the top 25 revenue-producing stores, as per the CEO’s decision. This would provide the BA with objective and reliable data to prioritize the stores for the renovation project. The other options are not as effective or efficient as document analysis, because they rely on subjective or incomplete information from the store managers, who may have different opinions or preferences on which stores should be renovated first. References:

• [BABOK Guide v3], Section 10.18: Document Analysis, p. 386-387
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Requirements Elicitation and Collaboration, p. 149-150
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 2: Business Analysis: Requirements Elicitation and Analysis, Week 1: Elicitation Techniques, Video: Document Analysis

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

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

The BA noticed that only 30% of trips have their orders ready for loading when a truck arrives, meaning 70% of the time, trucks are waiting an extra hour. If each truck can make two trips a day and there are 12 trucks, that’s a total of 24 trips per day. With 70% of these trips experiencing downtime, that’s approximately 17 trips (16.8 rounded up). Since each downtime lasts an hour, this results in approximately 17 hours lost to downtime each day.

However, the question asks if trucks are the only constraint - meaning we should consider the maximum capacity of trucks which is not being fully utilized due to other constraints (like workers or tallyers). In this case, we need to calculate how many more hours would be lost if the trucks were operating at full capacity.

The total capacity tons/day for workers is 89 tons/day and for tallyers is 74 tons/day which are less than the truck’s capacity of 101 tons/day. So, we consider worker’s capacity as a constraint here.

Now let’s calculate how many more trips could be made if there were no constraints from workers or tallyers:

101 (truck’s total daily tonnage capacity) /89 (worker’s total daily tonnage capacity) = approximately1.13

So if there were no constraints from workers or tallyers, each truck could make approximately one additional trip per day.

Now let’s add these potential additional trips to our original calculation:

17 (original downtime hours) +3 (additional potential downtime hours due to increased number of trips) =20 total downtime hours

So if trucks were the only constraint and all other factors allowed them to operate at full capacity, approximately20 hours would be lost due to this downtime. References: This answer is inferred based on general business analysis principles as I need access to specific CBAP learning documents or resources for precise referencing and verification according to CBAP standards.

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 risk associated with Requirement ID F-P0001 is HIGH because if the assumption is that the system will be inaccessible in remote locations, it directly impacts the core objective of having a web-based system for reporting company finances internationally. Inaccessibility in remote locations would mean that the Crew Chiefs, who are presumably located at various international job sites, would not be able to report project status effectively. This could lead to significant delays and inefficiencies, making this assumption a high-risk factor. References: The answer can be inferred from general knowledge on business analysis and risk assessment principles as specific references from CBAP documents are not provided here.

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 modeling technique that the BA will use to create this diagram is state modeling, as it is used to represent the dynamic behavior of an entity or a system over time. A state model shows the possible states that an entity can have, the events or conditions that trigger a change from one state to another, and the actions or outcomes that result from a state change. A state model can help to illustrate the various levels that a trainee goes through in a martial arts seminar, such as white belt, yellow belt, green belt, etc., and the criteria or requirements for advancing to the next level. References: The answer can be verified from the following sources:

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 10: State Modeling, p. 344-347.
• Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 133-134.

 The BA could have assessed the current state and stakeholder needs to prevent this situation. The current state is the description of the existing situation, including the problems, opportunities, capabilities, and constraints of the organization and its stakeholders. The stakeholder needs are the expectations, preferences, and requirements of the stakeholders that are relevant to the change initiative. By assessing the current state and stakeholder needs, the BA could have identified and documented the existing report “Consolidated Sales by Customer” as a requirement, and ensured that it was not affected or replaced by the new report “Customer Sales by Date”. The BA could have also verified and validated that the new report met the stakeholder needs and did not cause any negative impacts or trade-offs. The other options are not the best answers, as they are more related to the evaluation of the solution or the organization, rather than the identification and management of the requirements. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

This type of recommendation involves suggesting new or enhanced features or functions that can improve the performance or value of the solution. In this case, the BA recommended adding a feature that would allow the customer to select their industry and receive more relevant and personalized promotions and search results. This could potentially increase the use of the site and the awareness of the risk exposures for the customers.

Some additional sentences are:

• This type of recommendation is different from the other options because it does not involve changing the organization, reducing the complexity of the interfaces, or retiring the solution.
• The BA based this recommendation on the analysis of the feedback from the customers, the comparison with the similar companies, and the data on the claims filed during the pilot period.

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

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

Option D shows the correct use of the extend relationship between the two use cases. This means that the “Send notification” use case is an optional extension of the “Setup new supervisor” use case, and it only occurs under certain conditions. The arrow points from the base use case (“Setup new supervisor”) to the extension use case (“Send notification”), as per the UML notation. Option C is incorrect because it reverses the direction of the arrow, implying that the “Send notification” use case is the base use case and the “Setup new supervisor” use case is the extension use case, which does not make sense. Options A and B are incorrect because they use the include relationship, which means that the “Send notification” use case is a mandatory part of the “Setup new supervisor” use case, and it always occurs whenever the “Setup new supervisor” use case is executed. This does not reflect the requirement that the notifications are sent only under specific conditions. 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.

The BA should pause the activity and reiterate the rules to the entire group, as this is the best way to address the disruptive behavior and remind everyone of the purpose and objectives of the session. The BA should not continue the activity with the group and provide a report, as this would ignore the problem and potentially affect the quality and validity of the results. The BA should not reschedule the session without the Director of Human Resources, as this would exclude a critical stakeholder and create more resentment. The BA should not ask the Director of Human Resources to observe instead of participate, as this would also exclude a critical stakeholder and reduce the diversity of perspectives in the session. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 9: Requirements Analysis and Design Definition, page 319
• CBAP / CCBA Certified Business Analysis Study Guide | Wiley, Chapter 9: Requirements Analysis and Design Definition, page 319
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Business Analysis: Requirements Analysis and Design Definition, Week 3: Requirements Analysis Techniques, Video: Brainstorming

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.

A process diagram is a kind of asset that the BA should provide to fully specify the approval requirement. A process diagram is a visual representation of the sequence of activities and decisions involved in a business process or a system. It shows the inputs, outputs, roles, tasks, events, conditions, and flows that occur in each step of the process. A process diagram can help the BA specify the approval requirement by showing:

• Which incident-related activities require approval and confirmation
• Who are the authorized personnel for each activity
• What are the criteria and triggers for approval and confirmation
• What are the outcomes and exceptions of approval and confirmation

A process diagram can also help the EA compare the existing application and the new application by showing the similarities and differences in the process flows, data sources, and user interfaces.

References:

• [BABOK Guide v3], Section 10.28: Process Modeling, p. 410-412
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Requirements Elicitation and Collaboration, p. 161-163
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 2: Business Analysis: Requirements Elicitation and Analysis, Week 4: Requirements Analysis Techniques, Video: Process Modeling

The relationship type that correctly identifies the nature of the relationship between the 3 business capabilities and the 11 requirements is derives. Derives is a relationship type that indicates that a lower-level element is derived from a higher-level element that provides the context or rationale for the lower-level element. In this case, the 11 requirements are lower-level elements that are derived from the 3 business capabilities (I, II, and III) that provide the scope and purpose for the requirements. Therefore, each requirement derives a corresponding capability by providing more detail on how the capability will be implemented and tested. References:

• BABOK Guide v3, Section 9.2: Requirements Classification Schema, p. 336-337
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, p. 216-217
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 2: Business Analysis: Requirements Elicitation and Analysis, Week 3: Requirements Classification, Video: Requirements Relationships

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

According to the CBAP competencies, one of the skills required for business analysis planning and monitoring is to guide practice in performing stakeholder analysis1. Stakeholder analysis is the process of identifying and assessing the needs, interests, and influence of stakeholders on a project or initiative2. One of the outputs of stakeholder analysis is a stakeholder list, which identifies the key stakeholders and their roles, responsibilities, and expectations3. A stakeholder list can also include information on the potential risks and issues that may arise from stakeholder involvement or lack thereof4. Therefore, developing a risk plan to anticipate negative behavior from the Director of Human Resources is a valid activity that is included in performing a stakeholder analysis. This can help the team to mitigate the impact of the Director’s bitterness and resistance on the project’s success.

The other options are not included in performing a stakeholder analysis. Comparing the expertise of the Director of Human Resources to other stakeholders is not relevant to the stakeholder analysis process, as it does not help to understand the Director’s needs, interests, or influence. Recommending excluding the Director of Human Resources as a stakeholder is not a good practice, as it may create more conflict and resentment, and ignore the Director’s legitimate role and authority in the project. Implementing all of the Director of Human Resources suggestions to relieve tension is not a realistic or effective strategy, as it may compromise the quality and feasibility of the project, and disregard the needs and interests of other stakeholders. References:

• 1: CBAP Competencies - International Institute of Business Analysis
• 2: BABOK Guide v3, Section 2.2.2: Conduct Stakeholder Analysis
• 3: BABOK Guide v3, Section 2.2.2.3: Outputs
• 4: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 3: Business Analysis Planning and Monitoring, p. 83

 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

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 balanced scorecard is a technique that helps to measure the performance of an organization or a change strategy using four perspectives: financial, customer, internal process, and learning and growth. A balanced scorecard helps to align the strategic objectives of the organization with the operational activities and the metrics that indicate the progress and success of the change. A balanced scorecard also helps to communicate the vision and goals of the change to the stakeholders and to monitor and evaluate the results. A decision modeling is a technique that helps to analyze and compare the possible outcomes of different courses of action using criteria such as costs, benefits, risks, and impacts. A financial analysis is a technique that helps to assess the feasibility and viability of a change initiative using quantitative measures such as return on investment, net present value, payback period, and break-even point. A business case is a technique that helps to justify the need for a change and to provide the rationale and evidence for selecting a preferred solution. A business case typically includes the problem or opportunity statement, the objectives and scope of the change, the alternatives and their evaluation, the recommended solution and its benefits, costs, risks, and impacts, and the implementation plan and timeline. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.4: Balanced Scorecard, p. 496-497; Section 10.9: Business Case, p. 506-508; Section 10.16: Decision Modelling, p. 518-520; Section 10.23: Financial Analysis, p. 529-531.

The BA should approach the solution limitation by assessing the impact on the business operations. This means that the BA should analyze how the inability to meet the SLA in one out of five scenarios would affect the business goals, objectives, performance, value, and risks. The BA should also consider the frequency, severity, and likelihood of the scenarios, and the expectations and needs of the stakeholders. Based on the impact assessment, the BA can then recommend the best course of action, such as modifying the SLA, changing the business process, increasing the scope, or deferring the requirement to a future release. The other options are not the best approaches, as they may either be unrealistic, unnecessary, or ineffective without a proper impact assessment. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Solution Evaluation, Section 7.2: Analyze Performance Measures, p. 311-312
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 7: Solution Evaluation, Section 7.2: Analyze Performance Measures, p. 269-270