CBAP Practice Exam Questions with Answers Certified Business Analysis Professional Certification

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

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

IIBA BABOK Guide, Section 10.24, Stakeholder Engagement

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

Stakeholder Engagement in Business Analysis, Business Analyst Learnings

 The CFO’s resistance to replacing the older vehicles and suggesting that the truck drivers manually send the truck location from a handheld mobile device every 20 minutes is an opportunity cost. An opportunity cost is the value of the next best alternative that is foregone as a result of making a decision. In this case, the opportunity cost of not replacing the older vehicles is the potential loss of customer satisfaction, retention, and loyalty due to the less accurate and less convenient tracking system. The CFO is choosing to save money on the upfront cost of buying new trucks, but at the expense of losing the competitive advantage and long-term benefits of having a live parcel tracking system. References:

IIBA BABOK Guide, Section 10.23, Decision Analysis

Opportunity Cost: Definition, Real-World Examples, How to Calculate, The Balance

What is Opportunity Cost and How to Calculate It, Investopedia

 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.

Decision analysis is a technique that helps the BA evaluate and compare different alternatives based on their costs, benefits, and risks, and select the best option that meets the objectives and criteria. In this case, the BA needs to determine if one of the systems (Sys A or Sys B) is better suited to be modified and upgraded, based on the upgrade cost and cost new of each feature. The BA can use the table in the image to calculate the total cost of upgrading or creating new features for each system, and compare them with the expected value and return on investment of each system. The BA can also consider other factors, such as the feasibility, compatibility, reliability, and maintainability of each system, and the preferences and expectations of the stakeholders. By using decision analysis, the BA can make an informed and rational choice that maximizes the value and minimizes the risk of the solution. References:

IIBA BABOK Guide, Section 10.23, Decision Analysis

Decision Analysis for the Professional, SmartOrg

Decision Analysis: Making Justifiable, Defensible Decisions, MindTools

 A business analysis checklist is a technique that helps to ensure that all the required business analysis activities and deliverables are completed and verified. A business analysis checklist can include items such as the scope statement, the stakeholder list, the requirements documentation, the traceability matrix, the validation criteria, the change requests, and the approval signatures. A business analysis checklist can help to mitigate the concern of the project board by providing a clear and comprehensive overview of the business analysis work and its quality. A data model 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. A data model can help to define and analyze the data requirements, but it does not ensure that all the requirements are verified. A use case diagram is a technique that helps to depict the interactions between a system and its actors using graphical symbols and relationships. A use case diagram can help to define and analyze the functional requirements, but it does not ensure that all the requirements are verified. A risk register is a technique that helps to identify, analyze, and manage the uncertainties and threats that may affect the project or the solution. A risk register can help to mitigate the potential impacts of the risks, but it does not ensure that all the requirements are verified. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.8: Business Analysis Checklist, p. 504-505; Section 10.18: Data Modelling, p. 522-524; Section 10.50: Use Case Diagram, p. 564-566; Section 10.51: Risk Analysis and Management, p. 567-569.

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

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

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

 A use case diagram is a technique that helps to depict the interactions between a system and its actors using graphical symbols and relationships. A use case diagram shows the actors that are involved in the system, the use cases that represent the functions or services that the system provides, and the associations that indicate how the actors and use cases are related. A use case diagram can be used with a state diagram to verify that all functions are defined to work with entity “User” for the different roles, as it can help to identify the use cases that correspond to the states and transitions of the entity, and to ensure that the use cases are complete, consistent, and accurate. A sequence diagram is a technique that helps to represent the sequence and timing of the messages that are exchanged between the objects or components of a system. A sequence diagram shows the objects or components that participate in the interaction, the messages that are sent and received by the objects or components, and the time order of the messages. A sequence diagram can help to illustrate the dynamic behavior and logic of the system, but it does not show the interactions between the system and its actors. A functional diagram is a technique that helps to represent the functions or processes that are performed by a system or a solution using graphical symbols and relationships. A functional diagram shows the functions or processes that are relevant to the domain, the inputs and outputs of each function or process, and the decomposition and hierarchy of the functions or processes. A functional diagram can help to define and analyze the functional requirements, but it does not show the interactions between the system and its actors. A data flow diagram is a technique that helps to create a high-level overview of a business process by showing the movement and transformation of data between entities and processes. A data flow diagram uses graphical symbols and arrows to represent the sources and destinations of data, the processes that manipulate data, the data stores that store data, and the data flows that transfer data. A data flow diagram can help to understand and document the data logic and structure of the business process, but it does not show the interactions between the system and its actors. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.50: Use Case Diagram, p. 564-566; Section 10.49: Sequence Diagram, p. 562-563; Section 10.22: Functional Decomposition, p. 528-529; Section 10.18: Data Flow Diagrams, p. 522-524.

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

 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

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

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

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

GAP analysis is a technique that involves determining and documenting the variance between business requirements and current capabilities. GAP analysis helps to identify the gaps or discrepancies between the current state and the desired state of a system or a process. GAP analysis can also help to prioritize the requirements, define the scope, and plan the actions needed to close the gaps. GAP analysis is different from risk analysis, which is a technique that involves identifying, assessing, and managing the uncertainties and threats that may affect the project objectives. GAP analysis is also different from schedule analysis, which is a technique that involves estimating, monitoring, and controlling the time and resources needed to complete the project activities. GAP analysis is not a cost benefit analysis, which is a technique that involves comparing the costs and benefits of alternative solutions or courses of action. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Enterprise Analysis, page 215-216.

Business Capability Analysis: How to analyze capabilities, paragraph 3

ProjectManagement.com - Variance Analysis, paragraph 1

Which of the following techniques involves determining and documenting …, paragraph 1

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 repository is a centralized place where project requirements are stored and managed throughout the project lifecycle. A repository can be a physical or electronic system that allows business analysts to access, update, and track the status of the requirements. A repository can also facilitate the communication, collaboration, and verification of the requirements among the stakeholders. A repository is not the same as a change management system (A), a project scope statement ©, or a requirements register (D), which are different tools or documents that serve different purposes in project management. References:

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

How to Write Project Requirements | Smartsheet, paragraph 3

What is Requirements Management? | IBM, paragraph 1

The project scope statement, an output of the define scope process, does document the process and criteria for accepting completed products. The project scope statement is a detailed description of the project scope, which includes the project objectives, deliverables, requirements, boundaries, assumptions, and constraints. The project scope statement also defines the acceptance criteria, which are the standards or measures that must be met or satisfied by the products, services, or results of the project. The acceptance criteria help to ensure that the customer’s needs and expectations are met and that the project quality is achieved. The project scope statement is a key input for developing the work breakdown structure, the project schedule, the project budget, and the project quality plan. References: [IIBA BABOK Guide v3], section 5.1.2, page 162; [CBAP / CCBA Certified Business Analysis Study Guide], chapter 6, page 233; CBAP Sample Questions, question 253.

Return on investment (ROI) is a financial calculation that measures the profitability of a solution proposal by comparing its benefits and costs. ROI is expressed as a percentage or a ratio of the net benefits (benefits minus costs) to the total costs. ROI can help to determine which solution is worth investing in based on its breakeven point, which is the point where the net benefits equal zero, or the benefits equal the costs. The solution with the highest ROI has the lowest breakeven point, meaning that it recovers its costs faster and generates more net benefits over time. Discount rate is a financial calculation that measures the present value of future cash flows by applying a discount factor that reflects the time value of money and the risk of the investment. Discount rate can help to compare the present values of different solution proposals, but it does not indicate the breakeven point. Net present value (NPV) is a financial calculation that measures the difference between the present value of the benefits and the present value of the costs of a solution proposal. NPV can help to determine which solution has the highest value in today’s terms, but it does not indicate the breakeven point. Internal rate of return (IRR) is a financial calculation that measures the annualized effective compounded return rate of a solution proposal by finding the discount rate that makes the NPV equal zero. IRR can help to determine which solution has the highest return rate, but it does not indicate the breakeven point. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.23: Financial Analysis, p. 529-531; Free CBAP IIBA Actual Exam Questions & Answers, Question 464.

Information architecture is the structure and organization of information within a system or process1. It helps to ensure that the process models relate to each other by defining the relationships, dependencies, and interactions among the data, information, and knowledge that are used or produced by the processes2. Information architecture also helps to align the process models with the business goals, objectives, and requirements3. 

 The information architect is the role that helps assess the data requirements of a project, identifies data assets, and helps the project team complete data modeling requirements. The information architect is responsible for designing and organizing the data structures, relationships, and flows that support the business processes and objectives. The information architect also ensures that the data quality, security, and integrity are maintained throughout the project. The information architect works closely with the business analyst, the database analyst, the end user, and the subject matter expert to elicit, analyze, validate, and communicate the data requirements and models. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 237; CBAP Sample Questions, question 231.

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

Business Process Modeling: Definition, Benefits, and Examples - Kissflow, paragraph 1

Business process modeling - Wikipedia, paragraph 1

The business process model is also known as - VCEguide.com, answer B

The BA should base requirements on the priority set by stakeholders to maximize the value of the solution. This is because the stakeholder priority reflects the relative importance, urgency, and benefit of each requirement for the business and the solution. The BA should allocate the highest priority requirements to the earliest releases, and the lower priority requirements to the later releases, to ensure that the solution delivers the most value to the stakeholders as soon as possible. The other options are not the best criteria for allocating requirements, because they do not directly measure the value of the requirements. Available resources, timing of the release, and components in scope are factors that may influence the feasibility and scope of the solution, but they do not determine the value of the solution. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 122

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 122

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.

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

 A program charter is a document that communicates from the program-level perspective – a clear understanding and statement of the technical objectives and the end products, services, or results of the work to be performed. A program charter is similar to a project charter, but it applies to a program, which is a group of related projects that are managed in a coordinated way to obtain benefits and control that are not available from managing them individually. A program charter defines the program vision, mission, goals, scope, benefits, stakeholders, roles and responsibilities, governance structure, risks, and success criteria. A program charter provides the direction and guidance for the program and serves as a reference point for future decisions and changes. A program charter is usually created by the program sponsor or the customer, in collaboration with the program manager and the business analyst, and approved by the key stakeholders. References: [IIBA BABOK Guide v3], section 5.1.1, page 161; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 233; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 249.

 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.

 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]

An Ishikawa diagram, also known as a fishbone diagram or a cause-and-effect diagram, is a graphical tool that shows the causes of a certain event. It is one of the seven basic tools of quality control and it is widely used in product design and quality defect prevention. A common use of this diagram is to identify potential factors causing an overall effect, such as a problem or a goal. It helps identify causal factors and contributing causes by organizing them 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 find the root causes and the most significant causes of the effect. References:

Ishikawa diagram - Wikipedia, paragraph 1

Cause and Effect Diagram (aka Ishikawa, Fishbone) - Six Sigma Study Guide, paragraph 1

Quality tool: Cause and effect diagram | CQI | IRCA, paragraph 1

A resource breakdown structure (RBS) is a type of chart that shows which resources are needed in the project and allows you to group the resources by project phase or other attributes. A resource is anything that is required to perform the project activities, such as human resources, equipment, materials, facilities, etc. A RBS is a hierarchical representation of the resources, where each level represents a category or a subcategory of resources. A RBS helps to plan, allocate, monitor, and control the resources for the project. A RBS also helps to identify the dependencies and constraints among the resources, as well as the potential risks and opportunities related to the resources. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 237; CBAP Sample Questions, question 237.

A trigger for re-prioritization is an event or a change that affects the relative importance or urgency of the project’s requirements or deliverables1. A new initial public offering (IPO) in the stock market is an example of such an event, as it may create new opportunities or threats for the online stock trading system and its stakeholders. The project team may need to re-prioritize the requirements or deliverables to align with the new market conditions and stakeholder expectations. The other options are not triggers for re-prioritization, but rather project issues or risks that need to be managed or mitigated. References: 1

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

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

Step 4: Analyze, Refine & Decompose Requirements - AcqNotes2

MDRE: Developer Derived/Decomposed Requirements | SpringerLink3

Requirements Decomposition - ArgonDigital | Making Technology a …4

Requirements decomposition - No Magic Product Documentation

 The organizational culture and type of information being approved are two factors that the BA should consider when defining the approval process. The organizational culture reflects the values, beliefs, and behaviors that guide the decision-making and actions of the stakeholders in the organization. The type of information being approved refers to the nature, scope, and impact of the information that requires approval from the relevant authorities. Both factors can influence the level of authority, responsibility, and accountability that are involved in the approval process, as well as the criteria, methods, and tools that are used to facilitate the approval process. The BA should align the approval process with the organizational culture and the type of information being approved to ensure that the process is effective, efficient, and consistent. References:

Approval Process: Key Governance Procedure, Business Group on Health

Developing an effective governance operating model, Deloitte

What is a Governance Process?, WalkMe

Based on the table in the image, the total cost for each company over the three years can be calculated by adding the Year 0 license costs, Years 1 and 2 total license costs, and implementation costs. For Company A, the total cost is $323,458 (Year 0) + $270,092 (Years 1 and 2) + $28,500 (Phase Ia) + $55,000 (Phase Ib) + $121,500 (Phase 2) = $798,550. For Company B, it’s $373,555 (Year 0) + $202,056 (Years 1 and 2) + ($1.500 150 days of implementation)= $578611 which is less than the insurance company’s maximum budget of $310000. For Company C it’s = ($400244+$214096+($31.50159))= $695439 which exceeds the budget. References: The answer is derived from a direct calculation based on the provided information in the image and does not reference specific CBAP learning documents or resources.

The contract terms may affect the timing of the business analysis activities, as they may specify the deadlines, deliverables, and milestones that the BA must adhere to. The contract terms may also influence the business analysis approach, the level of detail and formality of the deliverables, and the stakeholder involvement. The other options are not directly related to the timing of the business analysis activities, although they may have some influence on the scope, quality, and complexity of the work. References:

Business analysis approach planning – The Functional BA, paragraph 5

Introduction & Guidance To Business Analysis Planning and Monitoring, section “Plan Business Analysis Approach”, paragraph 4

Planning the Analysis Phase: using a Work Breakdown … - Modern Analyst, paragraph 1

Based on the table in the image, the total cost of upgrading system A with the first 8 features is $3.5 million, which is equal to the budget for the initiative. This option would also allow the company to retain the system that is preferred by the claim processors and has more flexibility to be modified. The other options would either exceed the budget or compromise the functionality and usability of the system. Therefore, upgrading system A with the first 8 features is a feasible solution to make sure the project stays within budget. References:

IIBA BABOK Guide, Section 10.23, Decision Analysis

Cost Benefit Analysis: An Expert Guide, Smartsheet

How to Choose the Right Software Vendor, CIO

 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

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

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

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

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

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

The waterfall software development life cycle is a methodology that divides the project into phases, and the project manager focuses on control of time, cost, and scope. The waterfall model is a linear and sequential approach that follows a predefined set of steps from the initiation to the closure of the project. The waterfall model assumes that the requirements, scope, and design of the project are clear and stable, and that each phase can be completed before moving to the next one. The waterfall model helps to ensure that the project deliverables meet the quality standards and specifications, and that the project is completed within the budget and schedule12. The spiral software development life cycle is a methodology that combines the iterative and incremental approach with the risk management and prototyping techniques. The spiral model is a cyclical and evolutionary approach that follows a series of loops or iterations from the planning to the deployment of the project. The spiral model assumes that the requirements, scope, and design of the project are dynamic and complex, and that each iteration can be refined and improved based on the feedback and learning from the previous ones. The spiral model helps to identify and mitigate the risks and uncertainties of the project, and to deliver a functional and adaptable product13. The agile software development life cycle is a methodology that emphasizes the collaboration, communication, and flexibility among the project stakeholders. The agile model is an adaptive and iterative approach that follows a series of short and frequent cycles or sprints from the conception to the delivery of the project. The agile model assumes that the requirements, scope, and design of the project are emergent and changing, and that each sprint can deliver a working and valuable product increment. The agile model helps to respond to the changes and feedback of the project, and to maximize the customer satisfaction and value14. The incremental software development life cycle is a methodology that breaks down the project into smaller and manageable chunks or modules. The incremental model is a progressive and modular approach that follows a series of steps from the analysis to the implementation of each module of the project. The incremental model assumes that the requirements, scope, and design of the project are partially known and defined, and that each module can be developed and delivered independently. The incremental model helps to reduce the complexity and risk of the project, and to provide a gradual and continuous delivery of the product15. References:

CBAP® Handbook

Waterfall Model - iiba.org

Spiral Model - iiba.org

Agile Model - iiba.org

Incremental Model - iiba.org

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

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

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

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

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

Millstones are timeless events that show progress in the project. Millstones are significant points or achievements in the project lifecycle that indicate the completion of a major deliverable, phase, or stage. Millstones are typically achieved at the end of each phase in the project lifecycle, such as initiation, planning, execution, monitoring and control, and closure. Millstones help to measure and communicate the project status, performance, and results, and to ensure the alignment and satisfaction of the project stakeholders12. Achievements are the outcomes or results of the project that fulfill the project objectives and deliver value to the project stakeholders. Achievements are not necessarily timeless events that show progress in the project, as they may occur at any point in the project lifecycle, depending on the nature and scope of the project. Achievements help to evaluate and demonstrate the project success, quality, and benefits, and to justify the project investment and resources34. Phases are the stages or segments of the project lifecycle that divide the project into manageable and logical units. Phases are not timeless events that show progress in the project, as they are the periods of time during which the project activities and tasks are performed and the project deliverables are produced. Phases help to organize and structure the project work, scope, and schedule, and to apply the appropriate methods, tools, and techniques for each phase1 . Templates are the standardized documents or formats that are used to plan, execute, and control the project. Templates are not timeless events that show progress in the project, as they are the tools or aids that facilitate the project management processes and practices. Templates help to ensure the consistency, completeness, and quality of the project documentation, communication, and reporting1 . References:

CBAP® Handbook

Millstone - iiba.org

Achievement - iiba.org

Project Success - iiba.org

[Phase - iiba.org]

[Template - iiba.org]

Variance analysis is the process of comparing the planned project results with the actual project results and identifying the causes and impacts of any deviations. Variance analysis helps project managers to monitor and control the project performance, identify and mitigate risks, and implement corrective actions or changes if needed. Variance analysis can be applied to various aspects of the project, such as scope, schedule, cost, quality, and resources. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.5.3, p. 123

Planned vs. Actual Progress Explained - SmartPM

 Lessons learned is a technique that involves identifying and documenting the successes, failures, and best practices of a project or initiative, and using them to improve the performance and quality of future work. Lessons learned can help the manager to help the BAs develop their skills and address the corrective actions, because it can provide feedback, insights, and recommendations on how to enhance the business analysis processes, methods, and competencies. Lessons learned can also help to identify the gaps, issues, and opportunities for improvement, and to plan and implement the necessary actions to resolve them. Team restructure, weekly meetings, or team building are not the best options for achieving this goal, because they are either too general, too specific, or not directly related to the business analysis skills and corrective actions. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 348

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.5: Assess Enterprise Limitations, page 159

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 348

Categorizing and ranking requirements is a technique of prioritizing requirements based on multiple criteria and dimensions. Categorizing requirements by type of work can help to group the requirements that have similar characteristics, such as functional, non-functional, technical, or business requirements. Ranking requirements within each category by ease of implementation to difficulty of implementation can help to determine the effort, time, and resources needed to implement the requirements, as well as the potential risks and dependencies. This approach can help Zoe to plan the solution delivery and to balance the scope, quality, cost, and schedule of the project. References: BABOK Guide v3, page 52; CBAP / CCBA Certified Business Analysis Study Guide, page 160.

The BA can alleviate the concerns of the stakeholders in domain 2 by presenting a model applicable for them. A model is a representation of a concept or system that is used to communicate, analyze, or design. A model can help the BA to convey complex or abstract information in a clear and concise way, using the appropriate level of detail, notation, and terminology for the audience. A model can also help the BA to elicit feedback, validate understanding, and resolve issues or conflicts. A survey, an estimation, or a backlog are not the best options to alleviate the concerns of the stakeholders in domain 2, because they are either too general, too specific, or too technical, and they do not address the root cause of the problem, which is the lack of clarity and relevance of the presentation. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 279

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 279

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

 A purchase solution approach is one that involves acquiring a COTS software package from an external vendor or provider, rather than developing a custom solution in-house. A purchase solution approach can offer several benefits, such as faster delivery, lower cost, higher quality, and reduced risk. However, a purchase solution approach also has some drawbacks, such as limited customization, dependency on the vendor, compatibility issues, and licensing fees. A BA should evaluate the pros and cons of a purchase solution approach against the business needs and requirements, and compare it with other possible solution approaches, such as outsource, exploit, or create. References:

Evaluating Candidate COTS Packages, ArgonDigital

Seven Insights: Agile and Custom Off The Shelf (COTS) packaged software, Kenny & Company

COTS Software Procurement Methodology, IGI Global

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

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

CBAP Handbook, page 6, section 2.4.4

[BABOK Guide], page 417, section 10.3.2.3

A BA should identify any potential constraints that may affect the requirements or the solution and communicate them to the relevant stakeholders for resolution. In this case, the policies are a constraint that may prevent the implementation of the requirement or require a change to the policies. The BA should review the constraint with management and seek their guidance on how to proceed. The BA should not modify the policies or the requirements without proper approval or justification. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Requirements Analysis and Design Definition, page 214

Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Section 5.2: Analyze Current State, page 112

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Requirements Analysis and Design Definition, Week 2: Analyze Current State, video: “Identify Constraints”

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

The BA should provide process models as artifacts that can be used organization wide for the long-term. Process models are graphical representations of the activities, inputs, outputs, and interactions of a business process. They can help to document, analyze, improve, and communicate the current and future states of a process. They can also serve as a basis for developing other artifacts, such as requirements, test cases, user manuals, and training materials. Process models can be useful for various stakeholders, such as business users, managers, developers, testers, and trainers, to understand and optimize the business process. 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

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 9: Solution Evaluation, Section 9.5: Assess Organizational Readiness, p. 261-262

A stakeholder engagement approach is a plan that describes how the BA will interact with the stakeholders, identify their needs and expectations, and address their concerns and issues. A stakeholder engagement approach can help the BA avoid disagreements and conflicts by ensuring that the stakeholders are involved and informed throughout the business analysis process, and that their feedback and input are considered and incorporated. A stakeholder engagement approach can also help the BA build trust and rapport with the stakeholders, and manage their expectations and influence levels. By following a stakeholder engagement approach, the BA can ensure that the business analysis approach and the budget estimates are aligned with the stakeholder needs and agreed upon by all the relevant parties. References:

IIBA BABOK Guide, Section 3.2, Plan Stakeholder Engagement

Five-Step Approach to Stakeholder Engagement, BSR

5 steps to creating a stakeholder engagement plan (with template), Asana

The BA should use the Allocate Requirements technique to assign requirements to the various solution components to ensure all objectives are met. This technique involves distributing stakeholder and solution requirements among solution components and releases in order to maximize the possible business value given the options and alternatives generated by the design team. The BA should consider the dependencies, constraints, priorities, and risks of each requirement and component, and ensure that the allocation is traceable, verifiable, and consistent with the project scope and objectives. References:

IIBA BABOK Guide, Section 7.2, Allocate Requirements

Oh Where, Oh Where Does This Requirement Belong? (BABOK 7.2), Bridging the Gap

Requirements Allocation, AcqNotes

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

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

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

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

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

The mortgage origination process can be identified for the process improvement initiative because it has a success rate of 70%, which is less than the 75% benchmark set by the financial institution. The data shows that this process has the highest number of total rejects (135), with documentation, verification, collateral, and funding being the reasons for rejection. The BA’s recommendation of using documentation checklists would address one of the major causes of rejects and potentially increase the success rate of this process. References: The answer and explanation are inferred from the provided data in the image, as well as the following sources:

Process Improvement Steps - Process Improvement Guide - Planview, Web Article, January 2023

7 Types of Process Improvement Methodologies [2023] • Asana, Web Article, January 2023

Certified Business Analysis Professional™ (CBAP®) Specialization, Online Course, December 2023

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

future state will

be defined at a level of detail that:

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

and assessed,

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

needs,

• details the scope of the solution space,

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

• enables consensus to be achieved among key stakeholders.

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

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

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

 This requirement implies that the new web-based system will provide faster and easier access to the company’s financial information, which is an improvement over the current client-based system.

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.

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

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

The CEO’s executive decision to start and complete the top 25 revenue-producing stores in the first year shows a risk-seeking or risk-taking attitude. This means that the CEO is willing to accept higher risks for higher rewards, and sees risks as opportunities rather than threats. The CEO is not avoiding, mitigating, or neutral to the risks involved in the remodeling project, but rather embracing them and pursuing them aggressively. This may result in increased revenue and customer satisfaction, but also exposes the organization to potential losses and disruptions. References:

Risk Attitude in Project Management: Definition, Types & Example, Web Article, August 2022

Risk Appetite vs. Risk Tolerance: What is the Difference?, Web Article, October 2022

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Strategy Analysis, p. 95-96

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

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.

After completing the initial analysis, the BA will be presenting the expected benefits of the project to the leadership. This is because the BA has already analyzed the current state, the problem domain, and the business objectives of the project, and has identified the value proposition for the customer base. The expected benefits are the measurable outcomes that will indicate the success of the project and the achievement of the business objectives. They will also help to justify the investment and resources required for the project. The expected benefits should be aligned with the strategic goals of the organization and the needs of the stakeholders.

The other options are not correct because they are not the focus of the initial analysis. The project timeline, deliverables, and resource staffing are more related to the planning and execution phases of the project, and they depend on the scope and requirements of the project, which are not yet defined at this point. The BA will be involved in these aspects later in the project, but they are not the primary outputs of the initial analysis. References:

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 3: Business Analysis Planning and Monitoring, pp. 36-37, 42-43; Chapter 6: Strategy Analysis, pp. 130-131, 134-135, 140-141.

[Business Analysis for Practitioners: A Practice Guide], Chapter 3: Needs Assessment, pp. 41-42, 46-47; Chapter 4: Business Analysis Planning, pp. 67-68, 72-73.

 Risk analysis is the type of analysis that the BA can use to alleviate the stakeholders’ concerns with the level of uncertainty they are willing to accept with the solution. Risk analysis is the process of identifying, assessing, and prioritizing the potential threats and opportunities that may affect the achievement of the business objectives or the delivery of the solution. Risk analysis can help the BA to understand the sources, causes, and impacts of uncertainty, and to communicate them to the stakeholders in a clear and transparent way. Risk analysis can also help the BA to propose and implement appropriate risk responses, such as avoidance, mitigation, transfer, or acceptance, to reduce the negative effects or enhance the positive effects of uncertainty. The other options are not the best types of analysis for this purpose, as they are more focused on identifying and measuring the gaps, costs, benefits, or specifications of the solution, rather than the uncertainty. References: Risk Analysis and Management, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, BABOK Guide

The new success rate of the mortgage closure process can be calculated by subtracting the percentage of total rejects from 100%. The current success rate is 80%, which means the current percentage of total rejects is 20%. If the documentation rejects (10% of the total transactions) are eliminated by the use of documentation checklists, there would be no documentation rejects remaining. This would decrease the percentage of total rejects to (20% - 10%) = 10%. Therefore, the new success rate would be (100% - 10%) = 90%. References: The answer and explanation are derived based on logical reasoning and calculations from the data provided in the question, as well as the following sources:

Process Improvement Steps - Process Improvement Guide - Planview, Web Article, January 2023

7 Types of Process Improvement Methodologies [2023] • Asana, Web Article, January 2023

Certified Business Analysis Professional™ (CBAP®) Specialization, Online Course, December 2023

Mitigation is a type of risk treatment that involves reducing the probability and/or impact of a risk to an acceptable level. Mitigation can include implementing preventive or contingency actions, such as providing training, testing, backup, or alternative solutions. In this case, the BA has recommended that all on-site stakeholders must wear durable, slip-resistant boots while the change initiative is being executed. This is a mitigation action, as it reduces the likelihood and severity of injuries or accidents caused by the loose gravel at the local site. The other options are not the types of risk treatment that the BA has recommended, as they involve transferring the risk to another party, accepting the risk as it is, or avoiding the risk altogether. References: Risk Analysis and Management, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, BABOK Guide

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

This is because the enhancements aim to provide the following capabilities to the subscriber:

Ability to integrate online maps and GPS technology with the mobile application in real time to display location of service providers in the subscriber’s vicinity that participate in the subscriber’s plan network.

Ability for the subscriber to lookup the service providers by specifying either a postal code or a search area radius in miles.

Ability for the subscriber to initiate the download of fee information for one or more service providers in a single request.

These capabilities would enable the subscriber to find and compare the service providers that are convenient and affordable for them, thus addressing their business need.

 A focus group is a technique that involves organizing a discussion with a small group of stakeholders to understand their perceived value and expectations of a set of requirements and design options. A focus group can help the BA to estimate the potential value delivered by the solution, as it allows the BA to collect feedback, opinions, preferences, and attitudes from the stakeholders in a structured and interactive way. A focus group can also help the BA to identify and resolve any conflicts or issues among the stakeholders, and to build consensus and buy-in for the solution. The other options are not the best techniques for this purpose, as they are more focused on generating and evaluating ideas, collecting information from a large number of stakeholders, or interviewing stakeholders individually or in a group. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

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 planning stage of a project defines the number of risks and opportunities, including intense planning and anticipation of risk events. The planning stage is the process of establishing the scope, objectives, approach, and deliverables of the project. It involves defining the project requirements, assumptions, constraints, and dependencies. It also involves developing the project management plan, which includes the subsidiary plans for scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder management. The planning stage helps to identify and analyze the risks and opportunities that may affect the project, and to plan the appropriate responses and strategies to address them. The planning stage also helps to align the expectations and involvement of the project stakeholders, and to obtain their approval and commitment for the project12. The executing stage of a project is the process of performing the work and producing the deliverables of the project. It involves implementing the project management plan, managing the project resources, executing the project activities and tasks, and creating the project outputs and outcomes. The executing stage helps to monitor and control the risks and opportunities that occur during the project, and to implement the planned responses and strategies to deal with them. The executing stage also helps to communicate and collaborate with the project stakeholders, and to manage their expectations and satisfaction12. The initiation stage of a project is the process of authorizing and launching the project. It involves identifying the problem or opportunity that the project intends to address, and defining the purpose, objectives, scope, and justification of the project. It also involves developing the project charter, which is a document that formally approves and initiates the project. The initiation stage helps to identify and assess the high-level risks and opportunities that are associated with the project, and to determine the feasibility and viability of the project. The initiation stage also helps to identify and engage the key project stakeholders, and to obtain their support and endorsement for the project12. The closing stage of a project is the process of finalizing and terminating the project. It involves verifying and validating the project deliverables, evaluating and documenting the project performance, and closing the project contracts and accounts. It also involves developing the project closure report, which is a document that summarizes and communicates the project results and lessons learned. The closing stage helps to identify and resolve the remaining risks and opportunities that are related to the project, and to ensure the project objectives and benefits are achieved. The closing stage also helps to acknowledge and appreciate the project stakeholders, and to transfer the project ownership and responsibility to the customer or sponsor12. References: CBAP® Handbook, Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition

 A formal review with the stakeholders is a way to validate the elicitation results and ensure that nothing is missed or misunderstood. The review can also help to build trust and confidence among the stakeholders and the BA. The other options are not directly related to addressing the sponsor’s concerns. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Elicitation and Collaboration, p. 173-174; [A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 4: Elicitation and Collaboration, Section 4.4: Confirm Elicitation Results, p. 107-108.

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

The 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.

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

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

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

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

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

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

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

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

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

References:

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

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

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

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

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

The missing stakeholder is a risk that can affect the quality and validity of the requirements, as well as the delivery and acceptance of the solution. The BA should identify this risk and its potential impact on the project, and recommend an adaptive approach for the analysis phase. An adaptive approach is one that allows for flexibility and responsiveness to changing requirements and stakeholder needs. An adaptive approach can help the BA to cope with the uncertainty and complexity of the project, and to deliver value incrementally and iteratively. The other options are not the best actions for the BA to proceed, as they may compromise the scope, schedule, cost, or contract terms of the project, and may not address the root cause of the risk. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

 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

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

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

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

The 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

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

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

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

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

The sorting stage should be assessed as the most likely to increase process inefficiencies, because it is a manual, error-prone, and time-consuming task that depends on the operator’s accuracy and speed. The sorting stage requires the operator to read the printed address on each package and place it in the correct delivery box, which may involve multiple steps, movements, and decisions. The sorting stage may also introduce delays, bottlenecks, or rework if the operator makes mistakes or cannot keep up with the volume of packages. The loading, packaging, and printing stages are less likely to increase process inefficiencies, because they are either automated or simpler tasks that involve fewer steps, movements, and decisions. The loading stage only requires the operator to load 100 cards after an alarm is raised, which is a straightforward and infrequent task. The packaging and printing stages are automated and do not require any human intervention, which reduces the risk of errors and delays. References:

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

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

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

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

 The medium is the component of the communication model that is responsible for transferring the message between two or more entities. The medium is the channel or the tool that is used to transmit the message from the sender to the receiver. The medium can be verbal, written, visual, or a combination of these. The medium can also be electronic, such as email, phone, or video conference, or physical, such as paper, board, or face-to-face meeting. The medium acts as a translator by converting the message into a form that can be understood by the receiver. The medium also influences the effectiveness and efficiency of the communication, as different mediums have different advantages and disadvantages, such as speed, cost, feedback, and noise. References: IIBA BABOK Guide v3, section 2.2.2.3, page 25; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 236; CBAP Business Analyst Exam Prep | Practice Quiz, question 256.

 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.

Focus groups are directed conversations for gathering ideas, opinions, and attitudes about a product, service, problem, or opportunity. Focus groups are a type of elicitation technique that involves bringing together a group of selected stakeholders, usually potential or actual users or customers, and facilitating a structured discussion on a specific topic. Focus groups help to explore the needs, expectations, preferences, and perceptions of the stakeholders, as well as to generate new ideas or solutions. Focus groups also help to identify the commonalities and differences among the stakeholders, as well as the risks and opportunities related to the product, service, problem, or opportunity. References: IIBA BABOK Guide v3, section 4.2.4, page 114; CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 176; CBAP Exam Questions - Institute i4, question 244.

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

Pareto chart - Wikipedia

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

What is a Pareto Chart? Analysis & Diagram | ASQ

System thinking is a type of analytical thinking that involves understanding how the components of a system interact with each other and affect the whole. System thinking helps the business analyst to see the big picture, identify the root causes of problems, and design solutions that address the system as a whole. System thinking is essential for conducting requirements elicitation for a process that involves people, processes, and technology, as these are interrelated and interdependent elements of a system. The other options are not types of analytical thinking, but rather techniques or skills that can be used in different situations. References:

9.1 Analytical Thinking and Problem Solving, paragraph 1

Business Analysis Blog | Systems Thinking – An Analyst’s Essential Trait, paragraph 1

Top 11 Most Effective Business Analysis Techniques | 2024, paragraph 2

Benchmarking and market analysis are techniques that involve comparing the performance and practices of an organization with those of its competitors or similar entities in order to identify areas for improvement or opportunities for growth1234

The BA used benchmarking and market analysis to understand why the promotions were not being viewed by looking into other similar companies and how they targeted their promotions to their customers’ industries. The BA also surveyed the pilot customers to get their feedback and preferences on the site and the promotions.

Use cases and scenarios are techniques that involve defining the functional requirements of a system or software by describing how a user interacts with it to achieve specific goals and how the system responds to those interactions5678

The BA did not use use cases and scenarios to understand why the promotions were not being viewed because this technique is not suitable for analyzing the behavior and preferences of the customers or the effectiveness of the promotions.

Observation is a technique that involves watching and listening to the activities and interactions of people or systems in order to gather information and insights910111213

The BA did not use observation to understand why the promotions were not being viewed because this technique would require direct access to the customers and their usage of the site, which may not be feasible or ethical.

Data mining is a technique that involves analyzing large data sets to discover patterns and trends that can provide useful information or insights141516

The BA did use data mining to understand why the claims were not being reduced by examining the documentation of the claims and finding the common factors that caused them. However, this technique was not used to understand why the promotions were not being viewed, which was the main question.

When the number of stakeholders is too large or dispersed to involve them all in the requirements elicitation process, one possible approach is to use representatives or proxies. These are stakeholders who can act on behalf of a larger group of stakeholders and provide their input, feedback, and approval for the requirements. The representatives should be selected based on their knowledge, experience, authority, and availability. They should also communicate regularly with the group they represent and ensure that their views and needs are accurately reflected. Meeting with a small group of administrative assistants that will serve as representatives for the remaining administrative assistants can help to manage and gather requirements from these 2,400 administrative assistants in an efficient and effective way. References: BABOK Guide v3, page 51; CBAP / CCBA Certified Business Analysis Study Guide, page 159.

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

 Data flow diagramming is a technique that shows how data moves through a system, from external entities, through processes, to data stores. Data flow diagrams can be used to model the current state or the desired state of a system, and to identify gaps or redundancies in data processing. Data flow diagrams can also be decomposed to lower levels of detail to show the sub-processes and data elements involved in each function. Functional decomposition, work decomposition, and organization modeling are different techniques that can be used to break down a system, a project, or an organization into smaller components, but they do not focus on the data movement. References:

BABOK® Guide, p. 10, 98-99

CBAP / CCBA Certified Business Analysis Study Guide, p. 240-241

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 2, Video: “Data Flow Diagrams”

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.

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

 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 regulator is not a stakeholder that is considered when completing the business analysis planning and monitoring task to determine a business analysis approach. A regulator is an external entity that imposes rules, standards, or guidelines that the organization and the solution must comply with. A regulator is not directly involved in the business analysis process, but rather in the governance and validation of the solution. Therefore, a regulator does not influence the choice of the business analysis approach, which is based on the characteristics and needs of the project and the organization.

The other options are stakeholders that are considered when completing the business analysis planning and monitoring task to determine a business analysis approach. A tester is a stakeholder who verifies and validates the quality and functionality of the solution. A project manager is a stakeholder who oversees and coordinates the project activities, resources, and deliverables. A functional manager is a stakeholder who manages a specific business function or department, such as finance, marketing, or human resources. These stakeholders have different roles, responsibilities, expectations, and interests in the business analysis process, and they may affect or be affected by the choice of the business analysis approach. References:

BABOK® Guide, p. 29, 32, 66

CBAP / CCBA Certified Business Analysis Study Guide, p. 45, 48, 133

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

 Document analysis is a requirements elicitation technique that examines the available information, documentation, records, and history of a solution, organization, or cause to identify relevant information to the current business analysis duties. Document analysis helps the business analyst to understand the existing processes, policies, standards, regulations, and systems that may affect the project or the solution. Document analysis also helps to discover the implicit, hidden, or undocumented requirements that may not be easily obtained from other sources. Document analysis can be done using various types of documents, such as business plans, contracts, manuals, reports, diagrams, models, or logs. Document analysis is different from benchmarking, which is a technique that compares the performance or practices of an organization or a solution with those of other organizations or solutions. Document analysis is also different from dataflow diagrams, which are graphical models that show how data moves through a system or a process. Document analysis is not requirements elicitation, which is a general term for the process of gathering and discovering the requirements from various sources and stakeholders. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 181-182.

[Requirements Elicitation in Software Engineering Complete Guide …, paragraph 3

Elicitation Technique Guide | Info-Tech Research Group, paragraph 1

Requirements elicitation techniques: a systematic literature review …, paragraph 1

 A procurement document is a document that is used to solicit proposals or quotations from potential suppliers or vendors of products or services for a project. A procurement document describes the problem or need, the desired solution, the evaluation criteria, and the contractual terms and conditions. A procurement document can be a request for proposal (RFP), a request for quote (RFQ), a request for information (RFI), or an invitation for bid (IFB). An invitation for bid (IFB) is a type of procurement document that is used to request bids from prospective sellers of products or services. An IFB describes the specifications, quantity, quality, and delivery schedule of the products or services. An IFB invites sellers to submit a sealed bid that indicates the cost of providing the products or services. An IFB is used when the buyer has a well-defined or standard problem or need, and wants to select the lowest bidder among the qualified sellers123. A project work breakdown structure (WBS) is not a procurement document, but a project management document. A WBS is a hierarchical decomposition of the project scope into smaller and manageable components. A WBS defines the deliverables, activities, and tasks that are required to complete the project4. A project charter is not a procurement document, but a project management document. A project charter is a document that formally authorizes the initiation of a project. A project charter defines the purpose, objectives, scope, assumptions, constraints, risks, stakeholders, roles, responsibilities, and authority of the project. A vision document is not a procurement document, but a business analysis document. A vision document is a document that describes the desired future state of a solution. A vision document defines the goals, benefits, features, and scope of the solution. References: CBAP® Handbook, CBAP® Exam Prep Study Guide, Project Management Institute, Project Work Breakdown Structure, [Project Charter], [Vision Document]

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

The requirements structure and traceability

The requirements prioritization and approval process

The requirements change control process

The requirements communication and reporting process

The requirements validation and verification process

The requirements configuration management process

The requirements reuse and disposal process

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

Requirements Management Plan - IIBA®

Requirements Management Plan Template

 Business rules analysis is a technique used to identify, express, validate, refine, and organize the rules that shape day-to-day business behavior and guide operational business decision making. Business rules are specific, actionable, testable directives that support a business policy. Business rules can relate to access control, policy, calculation, or inference. Business rules should be atomic, explicit, and separated from the process that implements them. References:

IIBA®, 10.9 Business Rules Analysis

Business Rules Analysis — Business Analyst Learnings

Using Business Rules Analysis to Model and Analyze BI Requirements

Business rules analysis – The Functional BA

A bidders conference is a meeting that brings all of the potential vendors together to discuss the statement of work and the request for proposal. A bidders conference is an opportunity for the soliciting organization to clarify any questions or issues regarding the project, the requirements, the evaluation criteria, and the procurement process. A bidders conference also allows the potential vendors to network with each other and explore possible partnerships or subcontracting opportunities. A bidders conference is different from a contract bidding meeting, which is a meeting where the soliciting organization evaluates and selects the winning vendor. A bidders conference is also different from a status meeting, which is a meeting that provides updates on the progress and performance of a project. A bidders conference is not a qualified vendors meeting, which is a meeting that pre-qualifies vendors based on their capabilities and experience. References:

RFP: A Quick Guide to Request for Proposals (Templates Included), paragraph 8

How to Write a Statement of Work for Any Industry | Smartsheet, paragraph 9

50+ SAMPLE Vendor Request for Proposal in PDF, paragraph 3

The Ultimate RFP Guide: Steps, Guidelines & Template for Requests for …, paragraph 5

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

Active observation is a technique of observing the behavior and activities of stakeholders while asking questions or participating in the work. Active observation can help to gain a deeper understanding of the work processes and environment of the stakeholders, as well as any issues or challenges they face. Active observation can also help to build rapport and trust with the stakeholders, and to elicit tacit or implicit knowledge that may not be easily expressed. In this case, Martha is using active observation by working alongside Sarah and helping her complete the work, so that Martha can understand all of the steps Sarah must complete. References: BABOK Guide v3, page 97; CBAP / CCBA Certified Business Analysis Study Guide, page 163.

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)

where I is the initial investment, S is the monthly support cost, and T is 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 for T:

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 Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 3, Video: “Financial Analysis Techniques”

Risky requirements are those that have a high probability of causing problems or failures in the project. By addressing them early in the prioritization, the project team can identify and resolve any issues before they affect the rest of the requirements or the project deliverables. This way, the project can avoid rework, delays, and cost overruns that may result from risky requirements. References: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 6: Requirements Analysis, page 203. Certified Business Analysis Professional (CBAP®) Handbook, page 6.

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

A survey is an elicitation technique that involves collecting information from a large number of stakeholders by using a predefined set of questions. Surveys can be conducted online, by phone, by mail, or in person. Surveys are useful for gathering quantitative data, such as ratings, rankings, frequencies, or percentages. Surveys can also include open-ended questions to gather qualitative data, such as opinions, feedback, or suggestions. Surveys are suitable for situations where the stakeholders are geographically dispersed, have limited availability, or have similar roles or perspectives. In this case, the BA wants to gather information from 30 international facilities, which implies a large and diverse group of stakeholders. A survey would allow the BA to reach out to them efficiently and effectively, and to measure their satisfaction with their jobs. References: 9 Elicitation Techniques Used by Business Analysts – Tips and Guidance, Top 5 Requirements Elicitation Techniques for Business Analysts, The 50 Techniques You Must Master to Become A CBAP, CCBA® and CBAP® Certifications Study Guide

Risk identification is a process that can start with the source of problems or with the problem itself. Risk identification is the process of determining the risks that may affect the project or the solution, and documenting their characteristics. Risk identification can be performed by analyzing the sources of risks, such as the project environment, the stakeholders, the requirements, the assumptions, the constraints, or the dependencies. Risk identification can also be performed by analyzing the problems or issues that may arise during the project or the solution, such as the gaps, conflicts, ambiguities, uncertainties, or changes. Risk identification helps to create a list of potential risks and their causes, impacts, and probabilities for further analysis and response planning12. Risk estimation is a process that follows risk identification. Risk estimation is the process of assessing the likelihood and impact of the identified risks, and prioritizing them according to their severity. Risk estimation helps to quantify the level of risk exposure and the expected value of the risk for decision making12. Risk analysis is a process that follows risk estimation. Risk analysis is the process of evaluating the identified and prioritized risks, and determining the appropriate responses to them. Risk analysis helps to develop strategies and actions to avoid, reduce, transfer, or accept the risks, and to allocate resources and contingency reserves for risk management12. Risk management is a process that encompasses risk identification, risk estimation, risk analysis, and risk monitoring and control. Risk management is the process of planning, identifying, analyzing, responding to, and monitoring and controlling the risks throughout the project or the solution lifecycle. Risk management helps to minimize the negative effects and maximize the positive opportunities of the risks, and to ensure the project or the solution objectives are met12. References: CBAP® Handbook, CBAP® Exam Prep Study Guide

 Crashing is a process of adding labor to a project to reduce the project duration. Crashing involves increasing the resources, such as staff, equipment, or materials, to accelerate the completion of critical activities. Crashing may also involve paying overtime, hiring consultants, or outsourcing some tasks. Crashing is usually done when the project is behind schedule or when there is a need to meet a deadline. Crashing may increase the project cost and risk, so it should be done carefully and only when necessary.

Forming, storming, and rolling wave planning are not related to the process of adding labor to a project. Forming and storming are stages of team development, where the team members get to know each other and resolve conflicts. Rolling wave planning is a technique of iterative planning, where the work to be done in the near term is planned in detail, while the work in the distant future is planned at a higher level. 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”

 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

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

A model is a simplified representation of a complex reality that is useful for understanding that reality and making decisions regarding it. A model can describe a situation or problem, define boundaries for the business domain, describe thought processes and action flows, and other aspects of the requirements. However, a model cannot define the resources that will be needed on the project team, as this is not part of the requirements but rather part of the project management plan. References: BABOK Guide v3, page 123; CBAP/CCBA Study Guide, page 181.

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 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.

Enterprise analysis is a knowledge area that covers the activities of identifying and defining business needs and opportunities, and determining feasible solutions to meet the organizational goals and objectives. Enterprise analysis includes the following tasks: define business need, assess capability gaps, determine solution approach, define solution scope, and define business case. Solution performance assessment is not a task of enterprise analysis, but rather a task of solution evaluation, which is another knowledge area that covers the activities of measuring and validating the value delivered by a solution. References: BABOK Guide v3, page 25; CBAP / CCBA Certified Business Analysis Study Guide, page 69.

Visual learners are the type of learners who learn best through the presentation of models. Models are graphical representations of concepts, processes, systems, or data that help to illustrate and communicate information. Visual learners prefer to see the information rather than hear it or read it. They benefit from the use of colors, shapes, symbols, and spatial arrangements to organize and highlight the information. Models can help visual learners to understand the relationships, patterns, and trends of the information, as well as to compare and contrast different aspects of the information. Some examples of models that can be used in a presentation are diagrams, charts, graphs, maps, tables, and infographics. The other options are not the type of learners who learn best through the presentation of models, although they may also benefit from them. Auditory learners are the type of learners who learn best through listening to the information. They prefer to hear the information rather than see it or read it. They benefit from the use of voice, tone, pitch, and volume to convey and emphasize the information. Auditory learners can also learn from verbal explanations, discussions, debates, and questions. Kinesthetic learners are the type of learners who learn best through doing or experiencing the information. They prefer to interact with the information rather than see it or hear it. They benefit from the use of movement, touch, and physical activities to engage and stimulate the information. Kinesthetic learners can also learn from demonstrations, simulations, experiments, and role-plays. Communication model learners are not a type of learners, but rather a term used to describe a framework that explains how communication works. A communication model consists of elements such as sender, receiver, message, channel, feedback, and noise. A communication model can help the business analyst to understand the factors that affect the effectiveness and efficiency of communication, as well as to identify and overcome the barriers and challenges of communication. References:

The four different types of learners, and what they mean for your presentations (infographic), paragraph 2

Presentations for Each Type of Learner – Microsoft 365, paragraph 3

8 Types of Learning Styles | The Definitive Guide - Bay Atlantic University, paragraph 1

Learning styles (power point) | PPT - SlideShare, slide 4

 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

Stakeholders are individuals or groups who have an interest in the outcome of a project and can influence its success. Stakeholders can be classified into different categories based on their roles, responsibilities, and perspectives. One common way to categorize stakeholders is by using the RACI matrix, which stands for Responsible, Accountable, Consulted, and Informed. According to this matrix, the following stakeholders participate in the prioritization of requirements:

Project team: Responsible for delivering the solution that meets the requirements. They are directly involved in the prioritization process and provide input on the feasibility, effort, and risk of each requirement.

Domain subject matter expert: Consulted for their expertise and knowledge of the business domain and the needs of the end users. They provide input on the importance, value, and urgency of each requirement.

Project manager: Accountable for the overall success of the project and the alignment of the requirements with the project scope, schedule, and budget. They facilitate the prioritization process and ensure that the stakeholders reach a consensus on the priority levels.

The implementation subject matter expert is not a stakeholder who participates in the prioritization of requirements. They are Informed of the prioritized requirements and the rationale behind them, but they do not provide input or influence the prioritization process. They are responsible for implementing the solution according to the requirements and ensuring that it meets the quality standards and specifications. References:

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

Five Requirements Prioritization Methods - Business Analyst Articles …

What Is Requirements Prioritization? Definition & Examples - airfocus

Business analysts : How to prioritize requirements - Adaptive US

[5 Popular Requirements Prioritisation Techniques]

 Automation is a type of process improvement that can reduce the time, cost, and errors involved in performing tasks. By automating some of the software and activities that the stakeholders use, you can increase the efficiency and effectiveness of the data report generation process. Automation can also enhance the quality and consistency of the outputs, as well as the satisfaction of the customers and the workers. References:

CBAP® Handbook, page 6, section 4. Review the Exam Blueprint, under Business Analysis Planning and Monitoring, task 5.2: Plan Business Analysis Process Improvements.

CBAP / CCBA Certified Business Analysis Study Guide, page 144, section 5.2.2: Plan Business Analysis Process Improvements, under Automation.

 Brainstorming is a technique for generating creative ideas and solutions through intensive and freewheeling group discussion. One of the guidelines for effective brainstorming is to encourage quantity over quality, meaning that participants should try to generate as many ideas as possible without worrying about their feasibility or quality. Setting a limit of ten ideas may discourage further creativity and prevent the group from exploring other potential solutions. Therefore, the goal should be to come up with as many solutions as possible, not just ten ideas. References:

BABOK® Guide, section 10.25.3, page 404

Certified Business Analysis Professional™ (CBAP®) Handbook, page 6

Tips for Earning a Business Analysis Certification | IIBA®

Before making a presentation about the requirements for a large software development project, Gary should determine an appropriate format for the presentation. This means he should consider the following factors:

The audience: Who are the stakeholders that will attend the presentation? What are their roles, interests, and expectations? How familiar are they with the project and the requirements? How much detail do they need to understand the requirements?

The purpose: What is the goal of the presentation? Is it to inform, persuade, or seek feedback from the stakeholders? What are the key messages and takeaways that Gary wants to convey?

The time: How much time does Gary have to present the requirements? How can he allocate the time effectively to cover the most important and relevant aspects of the requirements?

The tools: What tools and resources does Gary have to create and deliver the presentation? Does he have access to a projector, a laptop, a microphone, or a whiteboard? What software or applications does he need to use to create the presentation slides or documents?

The style: How can Gary make the presentation engaging, clear, and professional? What visual aids, diagrams, charts, or examples can he use to illustrate the requirements? How can he use colors, fonts, images, and animations to enhance the presentation? How can he structure the presentation to have a logical flow and a strong introduction and conclusion?

By determining an appropriate format for the presentation, Gary can ensure that he communicates the requirements effectively and efficiently to the stakeholders, and that he addresses their needs and concerns.

References:

How to Make Interesting Presentations for Software Projects, paragraphs 1-3

How To Write The Software Development Project Brief, steps 1-7

Complete Guide to Software Development Requirements, paragraphs 1-2

Functional decomposition is a technique that breaks down a complex system or process into smaller and simpler parts, each with a specific function or purpose. By doing so, it helps to understand the structure, behavior, and functionality of the system or process, and to identify the requirements for each part. In this scenario, Ben is doing functional decomposition by taking the laser printer apart and documenting the purpose of each component. This can help him to improve the performance, quality, or efficiency of the laser printer by analyzing and optimizing each component’s function. References:

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 402, section 10.31.2.11

[CBAP Certification Study Guide v3.0], Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Organize Requirements, page 2502

Project Management: Different Types of Requirement - Visual Paradigm, paragraph 4

Overlooking a key set of stakeholders can have serious consequences for the project, as they may have different needs, expectations, and perspectives than the existing stakeholders. Their requirements may conflict with or invalidate the ones that have been already elicited and analyzed, leading to rework, delays, and increased costs. Alternatively, they may introduce new requirements that require changes to the project scope, schedule, budget, or quality. Therefore, it is important to identify all relevant stakeholders as early as possible in the business analysis process and to engage them throughout the project lifecycle. References:

CBAP Handbook, page 12, section 2.0 Nine-Steps to Certification, step 3. Enter Your Eligibility Details into the BA Development Log

[BABOK Guide], page 30, section 2.2 Conduct Stakeholder Analysis, task description and output

CBAP/CCBA Study Guide, page 55, section 2.2.3 Stakeholder Analysis, stakeholder identification and analysis techniques

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

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

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]

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

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

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

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

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

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

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

How to Write a Business Case | Smartsheet

Business Case Examples, explained in simple language - Chase Consulting

Feasibility Study: Definition, Methods, and Examples

Project Assumptions and Constraints: Examples and Differences

[Business Need - IIBA®]

[Solution Options - IIBA®]

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

[Stakeholder Concerns - IIBA®]

The solution scope definition is a document that describes the features and functions of the solution that will address the business need and deliver the expected benefits. It also defines the boundaries and assumptions of the solution, as well as the criteria for its acceptance and evaluation. The solution scope definition should include the following elements:

Solution vision: A brief statement that summarizes the purpose, value proposition, and target audience of the solution.

Solution objectives: A list of measurable and achievable goals that the solution aims to accomplish, aligned with the business goals and objectives.

Solution requirements: A detailed and specific description of the stakeholder and solution requirements that define the scope and functionality of the solution, organized by categories, types, and priorities.

Solution constraints: A list of factors that limit the options or performance of the solution, such as technical, legal, regulatory, or organizational constraints.

Technical dependencies: A list of relationships or interactions between the solution and other systems, components, or technologies that affect the solution’s design, development, or implementation.

Solution risks: A list of potential threats or uncertainties that may affect the solution’s success, along with their probability, impact, and mitigation strategies.

Solution scope statement: A concise statement that defines what is in and out of scope for the solution, and clarifies any ambiguities or conflicts among the solution requirements.

The solution scope definition does not include the business case (A), which is a separate document that justifies the need for the solution and analyzes its costs and benefits. The solution scope definition also does not include the elicitation techniques ©, which are the methods or tools used to gather information from the stakeholders and discover the requirements. The solution scope definition also does not include the organization readiness assessment (D), which is an analysis of the organization’s ability and willingness to adopt the solution and manage the change.

References:

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 30, section 3.11

Solution Scope – An Insight - Modern Analyst, paragraphs 2-3

Scoping a Solution | Microsoft Solutions Framework Essentials … - Flylib, paragraph 1

[Solution Scope vs. Project Scope - Enfocus Solutions Inc], paragraph 2

[How to Write Project Requirements | Smartsheet], paragraph 3

 A vision statement is a document that defines the business needs, identifies key stakeholders, and describes the positive impact the solution will provide on the key stakeholders. A vision statement is a high-level summary of the purpose, scope, and objectives of the project or initiative. It helps to align the stakeholders’ expectations, communicate the value proposition, and guide the decision making throughout the project lifecycle. A vision statement is one of the key inputs for 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 3.4.1 Define Business Need, page 69 2: CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 106 3: Business Analysis Techniques: Developing the Vision, pages 23-24 4: How to Write a Vision Statement for Your Business5

The user stories approach for requirements organization is a technique that involves describing the stakeholders’ objectives, needs, and expectations in a concise and simple way. User stories are usually written in the format of “As a [role], I want [goal], so that [benefit]”. User stories help to capture the essence of what the stakeholders want from the solution, without going into too much detail or specifying a particular solution. User stories are useful for eliciting, prioritizing, and validating the requirements, as well as for communicating and collaborating with the stakeholders. User stories can also be used to create scenarios, use cases, and test cases1234. References: 1: User Stories | Examples and Template | Atlassian1 2: Chapter 15: Requirements and user stories - Agile Business2 3: Aligning User Stories, Use Cases and Requirements - Dice3 4: Writing User Stories for Requirements Gathering - Medium4

 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

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

CBAP® Handbook, page 15, section 4.1.2.3

BABOK® Guide, page 32, section 3.2.3

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

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

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®

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

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

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

The business analysis process that ensures that requirements specifications and models meet the necessary standard of quality to allow them to be used effectively to guide further work is verify requirements. According to the BABOK® Guide1, this process involves checking that the requirements are well-defined, clear, consistent, complete, correct, feasible, modifiable, testable, and traceable. It also involves resolving any defects or issues that may affect the quality of the requirements. The purpose of this process is to confirm that the requirements specifications and models accurately reflect the stakeholder needs and expectations, and that they are ready for validation and approval.

The other options are not correct, but rather:

A. Identify constraints and assumptions is a task within the assess capability gaps process, which involves comparing the current and future states of the organization to identify the gaps that must be addressed by a solution.

B. Validate requirements is a process that ensures that the requirements support the delivery of value to the stakeholders and achieve the goals and objectives of the project or initiative. It involves evaluating the alignment, acceptability, and approval of the requirements by the stakeholders.

D. Specify and model requirements is a process that involves defining and representing the requirements in various formats, such as textual, graphical, or tabular. It helps to communicate, analyze, and refine the requirements more effectively.

References:

CBAP® Handbook, page 6, section 4. Review the Exam Blueprint, under Requirements Analysis and Design Definition, task 5.3: Verify Requirements

BABOK® Guide, page 33, section 4.2.3: Verify Requirements

How Do Business Analysts Verify Requirements? (BABOK 6.5)

What Is Requirements Analysis? Process and Techniques

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

References:

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

How the RACI Matrix Streamlines Stakeholder Engagement, paragraph 1

Stakeholder Wrangling 101: The RACI Framework, paragraph 1

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

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

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

Business Analysis Plan - IIBA®

Business Analysis Planning and Monitoring - IIBA®

Business Analysis Execution and Monitoring - IIBA®

[Project Management Plan - PMI]

[Implementation Plan - PMI]

[Requirements Management Plan - IIBA®]

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

The work breakdown structure (WBS) is not an element of the solution scope, but rather a project management tool that decomposes the project scope into manageable deliverables and tasks. The WBS is created after the solution scope is defined and approved, and it helps to plan, monitor, and control the project execution.

The other options are elements of the solution scope, which are:

B. Implementation approach, which describes how the solution will be delivered, such as the methodology, the phases, the roles and responsibilities, and the quality measures.

C. Solution scope definition, which describes what the solution is, what it does, and what it does not do, in terms of the features, functions, and characteristics that address the business need.

D. Dependencies, which describe the relationships and interactions between the solution and other internal or external factors, such as other projects, systems, processes, or stakeholders.

References:

CBAP® Handbook, page 15, section 4.1.2.3

BABOK® Guide, page 32, section 3.2.3

Solution Scope – An Insight

How To Write a Project Scope in 5 Steps (With Example)