CBAP Practice Exam Questions with Answers Certified Business Analysis Professional Certification

 Business or technical risk is a requirements prioritization approach that involves ranking the requirements based on the potential negative consequences or uncertainties associated with their implementation or non-implementation. This approach can help to identify and mitigate the most critical risks early in the project and reduce the likelihood of project failure. Business or technical risk can be assessed by considering factors such as the impact on the business value, the feasibility of the solution, the complexity of the requirements, the dependencies among the requirements, the volatility of the requirements, and the stakeholder satisfaction. Business or technical risk is one of the common criteria for requirements prioritization, as it helps to balance the benefits and costs of the requirements1234. References: 1: Requirement prioritization3 2: The Ultimate Guide to Requirements Prioritization4 3: Business Analysis Techniques: Prioritizing Requirements5 4: Requirements Prioritization: How to Prioritize Requirements

 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.

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

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 model is a representation of a system or a process that helps stakeholders and customers visualize the potential system. Models can use different forms, such as flowcharts, graphs, diagrams, or prototypes, to show the structure, behavior, or functionality of the system. Models are useful for communicating, analyzing, verifying, and validating the requirements.

Models are not slices of the project solution (A), although they may show some aspects of the solution. Models are not meant to simplify the requirements for common stakeholders (B), but rather to help all stakeholders understand the requirements better. Models are not statistics for the return on investment, time saved, and other mathematics ©, although some models may use quantitative data to support the requirements.

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

• IIBA BABOK Guide v3, p. 30, 176, 264
• CBAP 150 Practice Questions Flashcards, Question 1
• Production Costs: What They Are and How to Calculate Them - Investopedia
• Cost of Solution vs. Cost of Problem · Jens Oliver Meiert

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

Requirements are dynamic and may change throughout the project life cycle due to various factors, such as changing stakeholder needs, new business opportunities, feedback from testing, or regulatory changes. Business analysis planning and monitoring involves defining the process for managing changes to requirements, including identifying the roles and responsibilities, the approval levels, the change control tools, and the communication methods. The business analyst should be prepared to handle changes to requirements at any time and follow the established change control process. References:

• CBAP® Handbook, page 6, section 2.4. Review the Exam Blueprint
• BABOK® Guide, page 29, section 2.4. Manage Business Analysis Performance
• Tips for Earning a Business Analysis Certification, point 3. Understand the BABOK® Guide

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

A 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 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 withthe 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®]

 User classes, profiles, or roles are model types that categorize and describe the people who directly interact with a solution. They help to identify the different types of users, their characteristics, needs, preferences, and behaviors. They also help to define the requirements, features, and functions that are relevant for each user group. User classes, profiles, or roles can be represented in various ways, such as personas, user stories, use cases, or user interface prototypes12. References:

• User Classes, Profiles, and Roles
• User Modeling: Definition, Methods, and Examples

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 categoriesbased 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]

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

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

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

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

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

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

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

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

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

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

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]

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

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

• Risk-averse stakeholders prefer to avoid risks or minimize their exposure. They tend to choose safer options that have lower returns but higher certainty. They may require more analysis and evidence before making decisions or approving requirements.
• Risk-neutral stakeholders are indifferent to risks and rewards. They base their decisions on the expected value of the outcomes, regardless of the uncertainty involved. They may accept higher risks if they are compensated by higher returns, or lower risks if they are accompanied by lower returns.
• Risk-seeking stakeholders prefer to take risks or maximize their exposure. They tend to choose riskier options that have higher returns but lower certainty. They may be willing to accept lower levels of analysis and evidence before making decisions or approving requirements.

References:

• CBAP® Handbook, page 6, section 4. Review the Exam Blueprint, under Requirements Analysis and Design Definition, task 5.1: Prioritize Requirements
• BABOK® Guide, page 33, section 4.2.1: Prioritize Requirements
• Risk Tolerance - Overview, Factors, and Types of Tolerance
• Applying stakeholder risk tolerance strategies in business

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

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

A work product is any output of the business analysis process that is used to communicate, document, or manage requirements1. Examples of work products include requirements documentation, interview questions and notes, meeting agendas and minutes, models, diagrams, matrices, traceability reports, and business cases2. Presentation slides are not a work product, as they are not used to capture or manage requirements, but rather to present or summarize them to an audience. Presentation slides may contain information from work products, but they are not work products themselves. References:

• Work Product Definition & Meaning | Merriam-Webster Legal
• Examples of ownership of work product clauses in contracts - Afterpattern

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

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

Plugging in the numbers, we get:

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

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

• BABOK® Guide, section 3.4.5.5, pages 76-77
• CBAP / CCBA Certified Business Analysis Study Guide, chapter 3, pages 85-86
• Certified Business Analysis Professional™ (CBAP®) | Coursera, course 2, week 3, video 3.3

 Requirements elicitation is not a business analysis planning and monitoring approach, but a business analysis task that involves identifying and documenting the needs andexpectations of stakeholders. Business analysis planning and monitoring is the knowledge area that covers the tasks of defining the business analysis approach, planning the business analysis activities, managing the business analysis performance, and communicating the business analysis information. The other three options are examples of techniques that can be used in business analysis planning and monitoring, such as structured walkthroughs for validating the business analysis approach, decision analysis for selecting the best solution option, and process modeling for defining the business analysis process. References: BABOK Guide, Business Analysis Planning and Monitoring, Requirements Elicitation and Collaboration

 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.

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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, Section 4.2: Conduct Elicitation, p. 167-168
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.2: Conduct Elicitation, p. 103-104
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 161-162

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 90-91
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 58-59
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.6: Communicate Business Analysis Information, p. 124-125

 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.

 Quantitative and qualitative data are two types of data that can help the end users evaluate the effectiveness of a solution. Quantitative data are numerical, measurable, and objective, such as cost, time, scope, quality, and customer satisfaction. Qualitative data are descriptive, subjective, and interpretive, such as feedback, opinions, perceptions, and experiences. By using both types of data, the end users can assess the solution from different perspectives and dimensions, and compare the results with the predefined success criteria for the initiative. References:

• Project Success Criteria Guide, Smartsheet
• 7 Project Success Criteria Examples, Indeed.com
• IIBA BABOK Guide, Section 5.4, Evaluate Solution Performance

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, Section 4.3: Communicate Business Analysis Information, p. 175-176
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.4: Manage Stakeholder Collaboration, p. 118-119

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.

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

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

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

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

 Prototyping is an elicitation technique that involves creating a mock-up or a simulation of the final product to demonstrate its functionality and design to the customer and the stakeholder. Prototyping can help the BA to obtain feedback, validate requirements, and resolve ambiguities or conflicts early in the development process. Prototyping can also help the customer and the stakeholder to visualize the final product and confirm that it meets their expectations and needs. References:

• IIBA BABOK Guide, Section 10.25, Prototyping
• Top 9 Requirements Elicitation Techniques Used by Business Analysts, Software Testing Help
• Prototyping Use as a Software Requirements Elicitation Technique: A Case Study, Springer Link

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 206
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 106
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Strategy Analysis, Week 2: Analyze Current State, video: “Gap Analysis”

 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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.4: Plan Business Analysis Information Management, p. 101-102
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.4: Plan Business Analysis Information Management, p. 64-65

 The 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

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

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

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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 255-256
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 155-156

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

• 1: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Performance Improvements
• 2: Tasks Mapped To Artifacts(https://www.modernanalyst.com/Resources/Articles/tabid/115/ID/5769/Tasks-Mapped-To-Artifacts.aspx)

The next step for the BA after selecting a passive approach for establishing performance metrics is to identify the performance measures. Performance measures are the indicators that are used to evaluate the effectiveness and efficiency of a process, a solution, or an outcome. They can be quantitative or qualitative, and they can be based on various criteria, such as time, cost, quality, customer satisfaction, or compliance. The BA should identify the performance measures that are relevant, measurable, achievable, and aligned with the objectives and requirements of the project. The BA should also define the baseline and target values for each performance measure, as well as the data sources and collection methods. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Solution Evaluation, Section 7.1: Measure Solution Performance, p. 307-308
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 7: Solution Evaluation, Section 7.1: Measure Solution Performance, p. 267-268

 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

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

• 1: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Performance Improvements
• 2: BABOK Guide v3, Chapter 10: Techniques, Section 10.35: Root Cause Analysis, Section 10.36: Scope Modeling
• 3: Performance Measurement - What Is It, Example, Methods, Types(https://www.wallstreetmojo.com/performance-measurement/)

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model and Validate Requirements, p. 265-266
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 161-162
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.6: Validate Solution, p. 283-284

A 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 current state diagram, also known as an as-is process diagram, is a visual representation of the existing processes and workflows of a business or a system. It can help the BA to understand how the current system operates, what are the inputs, outputs, activities, roles, and interactions involved, and what are the pain points, issues, or gaps that need to be addressed. A current state diagram can help the BA to determine the strengths and weaknesses of the current system by highlighting the areas of efficiency, effectiveness, quality, and customer satisfaction, as well as the areas of waste, redundancy, complexity, and inconsistency1234. By identifying the strengths and weaknesses of the current system, the BA can then define the requirements and design the future state solution that will improve the current situation and meet the stakeholder needs12. References:

• 1: BABOK Guide v3, Chapter 10: Techniques, Section 10.36: Scope Modeling
• 2: BABOK Guide v3, Chapter 10: Techniques, Section 10.37: State Modeling
• 3: What Is Current State Analysis? Benefits and Steps(https://www.indeed.com/career-advice/career-development/current-state-analysis)
• 4: The basics of documenting and analyzing your as-is process(https://www.lucidchart.com/blog/as-is-process-analysis)

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

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 57-59
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 89-91

The other dimension that the feasibility analysis and the resource analysis should indicate is the timeline for instituting the change. The timeline is the schedule or plan that specifies the start and end dates, the milestones, the dependencies, and the deliverables for the change initiative. The timeline helps to estimate the duration, effort, and cost of the change, as well as to monitor and control the progress and performance of the change. The timeline also helps to communicate the expectations and commitments of the stakeholders and the change agents, and to manage the risks and issues that may arise during the change. The other options are not the other dimensions that the analysis should indicate, as they are either part of the existing or required resources, or the outcomes or agreements of the change. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.3: Define Change Strategy, p. 215-216
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.3: Define Change Strategy, p. 114-115

 The first step for the BA is to understand the current state of the service provider’s business operations and the root causes of the reduced profit margin. This will help the BA to identify the problems and opportunities for improvement, as well as to establish a baseline for measuring the effectiveness of the proposed solutions. The BA can use various techniques to conduct the current state analysis, such as document analysis, interviews, observation, surveys, and SWOT analysis. The other options are not the first step, as they are either focused on the future state or the solution, without understanding the current situation and the underlying needs. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 93-94
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 106-109

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

 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.

 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

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

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

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

A horizontal prototype is a type of prototype that focuses on the user interface and the look and feel of the system, without much attention to the functionality or the back-end processes. It is useful for demonstrating the appearance and navigation of the system to the customer and getting feedback on the design. A horizontal prototype is also called a mock-up prototype or a storyboard prototype.

References:

• Certified Business Analysis Professional Handbook, page 19
• Certified Business Analysis Professional Specialization, Course 4, Week 3, Lesson 3.1
• CBAP / CCBA Certified Business Analysis Study Guide, page 261

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 workingalongside 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.

 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]

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 projectdeliverables. 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.

Enterprise analysis is the business analysis knowledge area that involves defining the business need, assessing the capability gaps, determining the solution approach, defining the solution scope, and building the business case. In this scenario, the activity of examining the workflow and internal processes for order fulfillment and identifying the business problems and opportunities is part of the enterprise analysis. The purpose of this activity is to understand the current state of the organization and its environment, and to propose a solution that can address the business need and deliver value to the stakeholders. References:

• BABOK® Guide, p. 16-17
• CBAP / CCBA Certified Business Analysis Study Guide, p. 83-84
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 4, Video: “Enterprise Analysis”

 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

Dependencies between requirements are an important consideration to include in the assessment of the solution, as they may affect the delivery options and the value realization of the solution. Dependencies between requirements are the relationships or interconnections among the requirements that indicate that one requirement is contingent on another requirement. Dependencies may be logical, temporal, or resource-based. Dependencies may influence the order, timing, and feasibility of the solution delivery, as well as the benefits and risks associated with the solution. Therefore, the business analyst should identify, analyze, and manage the dependencies between requirements as part of the solution assessment.

Historical information, experience of the implementation team, and enterprise environmental factors are also relevant factors to consider in the solution assessment, but they are not as specific as dependencies between requirements. Historical information may provide insights into the past performance, lessons learned, and best practices of similar projects or solutions. Experience of the implementation team may affect the quality, efficiency, and effectiveness of the solution delivery. Enterprise environmental factors may include the organizational culture, structure, policies, processes, and systems that may influence the solution design and implementation. However, these factors are more general and may not directly relate to the tradeoffs between delivery options or the value realization of the solution. References:

• BABOK® Guide, p. 123-124, 128-129
• CBAP / CCBA Certified Business Analysis Study Guide, p. 299-300, 304-305
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 4, Video: “Assess Proposed Solution”

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

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

 A statement of work (SOW) is a narrative description of the work required for the project. It includes the project objectives, scope, deliverables, schedule, budget, quality standards, and acceptance criteria. It also defines the roles and responsibilities of the project team and the client, and the terms and conditions of the contract. A SOW is a formal document that establishes the agreement between the project provider and the project customer, and that guides the project execution and control12.

The other options are not correct. A. A contract work breakdown structure (CWBS) is a hierarchical decomposition of the contract deliverables into smaller and manageable components. It helps to define the scope, cost, and schedule of the contract, and to monitor and report the contract performance3. B. A work breakdown structure (WBS) is a hierarchical decomposition of the project work into smaller and manageable components. It helps to define the scope, cost, and schedule of the project, and to assign the work packages to the project team4. C. A contract statement of work (CSOW) is a document that describes the work to be performed by a contractor or a vendor under a contract. It is similar to a SOW, but it is more specific and detailed, and it is used for procurement purposes5. References:

• What is a Statement of Work (SOW)? - Definition from WhatIs.com
• Statement of Work: Definition & Examples - ProjectManager
• Contract Work Breakdown Structure (CWBS) - AcqNotes
• Work Breakdown Structure (WBS) - Project Management Institute
• Contract Statement of Work (CSOW) - AcqNotes

A change log is a tool that helps to manage and monitor the changes that affect the requirements, the solution, or the project. A change log tracks all characteristics and status of changes that have been received, such as the source, description, priority, impact, approval, and resolution of the changes. A change log can help to ensure that the changes are properly documented, communicated, and controlled, and that they are aligned with the stakeholder needs and expectations. References: BABOK Guide v3, page 54; CBAP / CCBA Certified Business Analysis Study Guide, page 161.

 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”

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

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

• Solution scope: The solution scope defines the boundaries and features of the solution that will address the business need. It helps the business analyst to focus on the relevant requirements and to avoid scope creep.
• Business need: The business need is the problem or opportunity that the project aims to solve or exploit. It aligns with the strategic goals and vision of the organization. It helps the business analyst to understand the purpose and value of the project and to elicit the stakeholder needs and expectations.
• Stakeholder list: The stakeholder list identifies and categorizes the people or groups who have an interest or influence in the project. It helps the business analyst to plan the appropriate elicitation techniques, communication methods, and stakeholder engagement strategies.

References:

• Change Request - IIBA®
• Change Request - PMI
• Prepare for Elicitation - IIBA®

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

 Decision analysis is a business analysis technique that involves evaluating the feasibility, benefits, risks, and impacts of various options and selecting the best one based on predefined criteria and stakeholder preferences. In this scenario, the business analyst is considering using decision analysis to rate the available methodologies against the organizational needs and objectives, and to choose the most suitable one for the business analysis approach. Decision analysis can help the business analyst to align the business analysis activities with the project and enterprise goals, and to optimize the value delivery of the solution. References:

• BABOK® Guide, p. 66-67
• CBAP / CCBA Certified Business Analysis Study Guide, p. 133
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 2, Video: “Business Analysis Planning and Monitoring”

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

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

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

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

 A one-to-one interview is the most common type of interview as part of requirements elicitation. A one-to-one interview is a systematic approach for eliciting information from a single person in an informal or formal setting by asking questions and documenting the responses. A one-to-one interview allows the business analyst to establish rapport with the interviewee, probe deeper into their needs and expectations, observe their non-verbal cues, and clarify any ambiguities or inconsistencies. A one-to-one interview is also easier to schedule and conduct than other types of interviews that involve multiple participants, such as many-to-one, many-to-many, or one-to-many. References:

• Requirements Elicitation: Interview Dos and Don’ts, paragraph 1
• Top 10 Most Common Requirements Elicitation Techniques, paragraph 3
• Types of Elicitation Techniques for the Business Analyst, paragraph 2
• What Questions Do I Ask During Requirements Elicitation?, paragraph 1
• Interviews: Requirements Elicitation Technique, paragraph 1

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 deliveredby a solution. References: BABOK Guide v3, page 25; CBAP / CCBA Certified Business Analysis Study Guide, page 69.

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

 A request for proposal (RFP) is a type of procurement document used to request proposals from prospective sellers of products or services. An RFP describes the problem or need, the desired solution, the evaluation criteria, and the contractual terms and conditions. An RFP invites sellers to submit a detailed proposal that explains how they will meet the buyer’s requirements and expectations. An RFP is used when the buyer has a complex or high-value problem or need, and wants to compare different approaches and solutions from various sellers. A request for quote (RFQ) is a type of procurement document used to request price quotations from prospective sellers of products or services. An RFQ describes the specifications, quantity, quality, and delivery schedule of the products or services. An RFQ invites sellers to submit a fixed-price quotation that indicates the cost of providing the products or services. An RFQ is used when the buyer has a well-defined or standard problem or need, and wants to compare the prices and terms from various sellers. A request for information (RFI) is a type of procurement document used to request general information from prospective sellers of products or services. An RFI describes the problem or need, the objectives, and the scope of the project. An RFI invites sellers to provide information about their capabilities, experience, references, and feedback. An RFI is used when the buyer has a vague or unclear problem or need, and wants to gather more information and knowledge from various sellers. A request for bid (RFB) is a type of procurement document used to request bids from prospective sellers of products or services. An RFB describes the specifications, quantity, quality, and delivery schedule of the products or services. An RFB invites sellers to submit a sealed bid that indicates the cost of providing the products or services. An RFB is used when the buyer has a well-defined or standard problem or need, and wants to select the lowest bidder among the qualified sellers. References: CBAP® Handbook, CBAP® Exam Prep Study Guide, Project Management Institute

 Informal communication is a type of communication that is spontaneous, casual, and unstructured. It can be useful for building rapport, trust, and collaboration among the business analysis team and the stakeholders. However, it can also pose some risks and challenges for the business analysis process. One of the dangers that Holly may experience with informal communication is that stakeholders may miss information and the requirements could become ambiguous. This is because informal communication is often not documented, verified, or validated. It may also lack clarity, consistency, and completeness. As a result, stakeholders may have different or conflicting understandings of the requirements, the solution scope, and other concerns. This can lead to errors, rework, delays, and dissatisfaction in the project. Therefore, Holly should balance informal communication with formal communication, which is a type of communication that is planned, structured, and documented. Formal communication can help to ensure the accuracy, quality, and traceability of the requirements and the solution. It can also help to communicate the roles, responsibilities, and expectations of the stakeholders and the business analyst. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 169-170.
• Formal & Informal Business Communication | Bizfluent, paragraph 3
• Analysis of Informal Communication Networks – A Case Study | Business …, paragraph 2
• 8.3 Glance at Genre: Informal and Formal Analytical Reports, paragraph 1

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

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

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

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

 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 desired outcome is a statement of what the organization wants to achieve as a result of the business analysis work. A desired outcome should be specific, measurable, achievable, relevant, and time-bound (SMART). A desired outcome should also be aligned with the organizational goals and objectives, and provide value to the stakeholders. Examples of desired outcomes are increase sales, reduce costs, and reduce time to deliver a product or service. Implement new machinery to complete the work processes faster is not an example of a desired outcome, but rather a possible solution or requirement that may help to achieve a desired outcome. References: BABOK Guide v3, page 97; CBAP / CCBA Certified Business Analysis Study Guide, page 217.

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 commitmentfor 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 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.

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

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

• Risk Analysis- Open Courses by Atlantic International University - AIU, paragraph 1
• Exam 1: Risk Analysis Flashcards | Quizlet, term 1
• What is risk analysis? Definition and meaning - Market Business News, paragraph 1

 A baseline schedule is derived from a schedule model to meet the project execution plan and achieve management approval for use as a baseline. A schedule model is a representation of the project activities, durations, dependencies, and resources that shows how the project will be executed over time. A baseline schedule is a specific version of the schedule model that is approved and frozen as a reference point for measuring and controlling the project progress and performance. A baseline schedule reflects the agreed-upon scope, cost, and schedule of the project and serves as a basis for comparison and change management. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 234; CBAP Sample Questions, question 252.

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Root Cause Analysis: Definition, Examples & Methods | Tableau, under Approaches to Root Cause Analysis
• What is Root Cause Analysis (RCA)? | ASQ, under Approaches to Root Cause Analysis

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

• CBAP® Handbook
• Predecessor Task - iiba.org
• Dependent Task - iiba.org

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.

A WBS, or Work Breakdown Structure, is a technique that is used to divide a project into controllable parts. It is a hierarchical decomposition of the project scope into smaller and more manageable components, called work packages. Each work package represents a deliverable or an outcome that contributes to the project objectives. A WBS helps to define and organize the project work, estimate the time and cost, assign the roles and responsibilities, and monitor and control the project progress. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide
• Work Breakdown Structure Wbs vs. Project Plan vs. Project Schedule, paragraph 1

The product scope statement defines the deliverable the customer is expecting. It describes the features, functions, and characteristics of the product, service, or result that will be produced by the project. It also defines the acceptance criteria, assumptions, and constraints related to the product scope. The product scope statement is a key input for developing the project scope statement, which defines the work that needs to be done to deliver the product scope. The product scope statement is usually created by the business analyst in collaboration with the customer and other stakeholders, and approved by the solution owner. References: IIBA BABOK Guide v3, section 5.1.2, page 162; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 233; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 242.

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

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

 The medium is the portion of the communications model that could be defined as the translator. 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; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 251.

 The timing and frequency of collaboration are aspects that should be taken into account when working on a stakeholder collaboration plan. This is because the timing and frequency of collaboration affect the availability, engagement, and satisfaction of the stakeholders, as well as the quality and efficiency of the business analysis work. The BA should consider the stakeholder preferences, expectations, and constraints, as well as the project schedule, scope, and complexity, when determining the optimal timing and frequency of collaboration. The BA should also ensure that the collaboration activities are aligned with the business analysis plan and the stakeholder communication plan. Collaboration skills of BA, solution design, or business governance plan are not the best options for the aspects that should be taken into account, because they are either irrelevant, inaccurate, or not the root cause of the problem. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 167
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 4: Elicitation and Collaboration, section 4.2: Conduct Elicitation, page 77
• 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 4: Elicitation and Collaboration, page 167

 The Information Management Approach is a document that describes how the business analysis information will be stored, accessed, distributed, and maintained throughout the project or initiative. It includes information such as the tools, formats, standards, and processes for managing the business analysis information. The Information Management Approach will indicate how requirements will be managed for reuse, because it will specify how the requirements or requirement components that have long term reuse will be identified, classified, stored, retrieved, and updated. Legal Regulatory Information, Architectural Repositories, and Business Rules Analysis are not documents that indicate how requirements will be managed for reuse. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 51
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 2: Business Analysis Planning and Monitoring, section 2.5: Plan Business Analysis Information Management, page 36
• 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 2: Business Analysis Planning and Monitoring, page 51

The lessons learned document is a document that captures and documents the successes, opportunities for improvement, failures, and recommendations for improving the performance of future projects or project phases. The lessons learned document is updated throughout the project lifecycle, not just at a specific phase. Updating the lessons learned document throughout the project lifecycle helps to ensure that the valuable knowledge and experience gained from the project are recorded, shared, and applied in a timely and effective manner. It also helps to avoid repeating the same mistakes or missing the same opportunities in the current or future projects1. The lessons learned document is updated at the end of each project phase or iteration, or whenever a significant event or change occurs in the project. The lessons learned document is also reviewed and finalized at the end of the project, as part of the project closure process23. References:

• CBAP® Handbook
• Business Analysis Body of Knowledge (BABOK® Guide) - Version 3, section 7.6 Manage Project Closure
• Lessons Learned - iiba.org

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

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

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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 346
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.4: Assess Solution Limitations, page 158
• Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 8: Solution Evaluation, page 346

A run chart is a line graph that shows data points plotted in the order in which they occur. It shows the history and pattern of variation of a process over time. It can be used to perform trend analysis, which is the examination of data over time to identify patterns, changes, or shifts in the process. A run chart can help to identify process stability, variation, and improvement opportunities. A run chart is also known as a line chart, a trend chart, or a time series plot. References:

• Run Chart: Creation, Analysis, & Rules - Six Sigma Study Guide
• Line Graph | Introduction to Statistics | JMP
• A Complete Guide to Line Charts | Tutorial by Chartio

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

The BA should review the future state with the process owner who expresses a strong opinion that the solution will not deliver the expected value. This is because the future state describes the desired outcomes, benefits, and capabilities of the solution, and how it will address the business need and stakeholder requirements. By reviewing the future state, the BA can help the process owner to understand the value proposition of the solution, clarify any misunderstandings or assumptions, and address any concerns or objections. This can help to increase the process owner’s engagement and support for the change. Updating the requirements, recording the feedback and continuing, or changing the governance approach are not the best options because they do not address the root cause of the problem and may result in resistance or conflict. References:

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

 A 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.

 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

Decision analysis is a technique for identifying and evaluating the possible options for a given problem or situation. It involves defining the criteria, alternatives, and consequences of each option, and applying a decision-making method to select the bestoption12. Decision analysis can be used for assessing and recommending solutions that fit an organization’s need for a new third-party sales tool, as it can help to compare the features, benefits, costs, and risks of different vendors or products. The other options are not techniques for identifying suitable options, but rather tools or methods for other purposes. A balanced scorecard is a tool for measuring and managing the performance of an organization or a solution3. A vendor assessment is a method for evaluating the capabilities and suitability of a potential vendor or supplier4. A process analysis is a technique for understanding and improving the current or future state of a business process

 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.

Risk analysis is the process of defining and analyzing the dangers to individuals, businesses, and government agencies posed by potential natural and human-caused adverse events. Risk analysis involves identifying the sources and consequences of risk, estimating the likelihood and severity of risk events, and evaluating the effectiveness and feasibility of risk mitigation strategies. Risk analysis can be applied to various domains, such as IT, finance, security, health, environment, etc. Risk analysis can help to make informed decisions, optimize resource allocation, and enhance performance and resilience. One of the aspects of risk analysis is to measure the maturity level of the security program, which is the degree of development and capability of the security processes and controls that protect the organization from threats and vulnerabilities. A security maturity model is a framework that defines the stages or levels of security maturity and provides a roadmap for improvement. A security maturity model can help to identify the strengths and weaknesses of the security program, prioritize the actions and resources, and benchmark the progress and impact of the security program. References:

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

 Milestone funding is an approach where the project is funded for enough capital to reach the next milestone, which is a predefined point in the project where some deliverables are completed or some criteria are met. Milestone funding helps to reduce the risk of investing too much money in a project that may not deliver the expected value or benefits. It also helps to monitor the progress and performance of the project and ensure that the project is aligned with the business objectives and stakeholder expectations. Milestone funding is a common practice in agile projects, where the project is divided into short iterations that deliver incremental value and feedback. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 229; CBAP (Certified Business Analysis Professional): 230+ Exam Practice Questions with Detail Explanations and Case Study Based Questions, question 230.

Diagrams are visual representations of information that can be used to define boundaries for business domains, categorize and create a hierarchy of items, and show data sources and their relationships for specific audiences. Diagrams can include various types of models, such as context diagrams, class diagrams, data flow diagrams, entity relationship diagrams, use case diagrams, and swimlane diagrams. Diagrams can help the BA to communicate complex information in a clear and concise way, and to elicit, analyze, and validate requirements with stakeholders. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

 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]

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Requirements Traceability and Monitoring, page 197
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 6: Requirements Analysis and Design Definition, section 6.1: Trace Requirements, page 121
• Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 5: Requirements Traceability and Monitoring, page 197

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.

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.

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

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

The lead BA should track approvals at the level of individual requirements, as this is the first step to address the root cause of the problem, which is the lack of agreement and clarity on the requirements. By tracking approvals at the level of individual requirements, the lead BA can identify which requirements are causing the most disagreement or confusion, and focus on resolving them with the relevant stakeholders. This can also help to reduce the number of reviews and sign-offs needed, as well as the time and effort spent on them. Tracking approvals at the level of individual requirements can also provide objective evidence of the progress and quality of the requirements, and support the communication and collaboration among the stakeholders.

The other options are not the best actions to take first. Escalating the problem to the executive management may be necessary at some point, but it is not the first thing to do, as it may create more conflict and pressure, and undermine the lead BA’s credibility and authority. Setting limits on duration of sign-offs and the number of reviews may be helpful to manage the expectations and deadlines, but it does not address the underlying issue of the requirements quality and agreement. Offering the stakeholders incentives to sign off documents sooner may be counterproductive, as it may encourage hasty or superficial approvals, and compromise the validity and value 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 6: Requirements Life Cycle Management, p. 202-203, 207-208, 211-212.
• Business Analysis for Practitioners: A Practice Guide, Chapter 4: Requirements Life Cycle Management, p. 97-98, 101-102, 105-106.

This is an example of a corrective action, which is an action taken to bring the project performance back in line with the plan. The schedule performance index (SPI) is a measure of schedule efficiency, expressed as the ratio of earned value to planned value. An SPI of less than 1 indicates that the project is behind schedule. In this case, the SPI was 0.87, which means that the project was only 87% as far along as it should have been at milestone 6. To correct this situation, three project team members worked overtime to catch up with the planned schedule. This is a corrective action because it addresses an existing problem and aims to eliminate the root cause of the deviation. References: Schedule Performance Index (SPI) for PMP® Exam Prep, CBAP Training and Exam Preparation - IIBA Endorsed Course, CBAP Step-by-Step Application Process Guide

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.

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

Lessons learned is a technique that involves identifying and documenting the knowledge gained from a project or an activity, and sharing it with relevant stakeholders. Lessons learned can include the successes, failures, best practices, and improvement opportunities that occurred during or after the project or activity. Lessons learned can help the BA to understand the stakeholders’ level of satisfaction, to offer them an opportunity to help improve the working relationships, and to apply the learned knowledge to future projects or activities. The other options are not the best techniques for this purpose, as they are more focused on identifying and managing risks, generating and evaluating ideas, or engaging stakeholders in a fun and creative way. 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

 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

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

Some additional sentences are:

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

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

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

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 2: Business Analysis Planning and Monitoring, p. 40-41, 48-49, 51-52.
• Business Analysis for Practitioners: A Practice Guide, Chapter 4: Requirements Life Cycle Management, p. 93-94, 97-98.

The BA should 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.

 A transition state diagram is a tool that helps the BA understand the changes needed to keep the majority of the stores open. A transition state diagram is a visual representation of the current state, the future state, and the intermediate states of a business process or a system. It shows the activities, events, triggers, and outcomes that occur in each state, as well as the transitions and dependencies between states. A transition state diagram can help the BA plan and manage the remodeling project by identifying the optimal sequence and timing of the phases, the risks and issues that may arise in each state, the impact of the changes on the stakeholders and the customers, and the measures to ensure business continuity and operational efficiency throughout the project. References:

• [BABOK Guide v3], Section 10.29: Transition State Diagram, p. 413-414
• [CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition], Chapter 4: Requirements Elicitation and Collaboration, p. 163-164
• [Certified Business Analysis Professional™ (CBAP®) Specialization], Course 2: Business Analysis: Requirements Elicitation and Analysis, Week 4: Requirements Analysis Techniques, Video: Transition State Diagrams

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 business case is a document that provides the justification for initiating a change initiative, such as a project or a program. It describes the business need, the expected benefits, the costs, the risks, and the alternatives of the proposed solution. A business case is usually the first deliverable that a team of BAs produces to present to management for approval. It helps to secure the support and resources needed for the change initiative, and to align it with the strategic objectives of the organization. The other options are not the first steps that the team should do, as they are more relevant for later stages of the business analysis process, such as planning, analysis, and design. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

A data model is a diagram type that can describe the association between the subscriber, the medical plan, and the participating service providers. A data model is a visual representation of the data entities, attributes, and relationships involved in a business domain or a system. It shows the structure, constraints, and rules that govern the data and how they are stored, accessed, and manipulated. A data model can help the business analyst specify the data requirements for the mobile application platform and how the data is integrated from different sources. A data model can also help the enterprise architect compare the existing solution and the new solution by showing the similarities and differences in the data entities, attributes, and relationships.

References:

• [BABOK Guide v3], Section 10.9: Data Modeling, p. 358-360
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, p. 221-223
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 2: Business Analysis: Requirements Elicitation and Analysis, Week 4: Requirements Analysis Techniques, Video: Data Modeling

 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

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

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 10: Techniques, pp. 424-425.
• [UML 2.5 Specification], Chapter 18: Use Cases, pp. 637-638.

A complete requirement is one that provides all the information necessary for the reader to understand it without ambiguity or confusion. This requirement is incomplete because it does not specify what constitutes an incident-related event, who are the appropriate stakeholders, what is the expected timeliness and reliability of the notification, and how the notification should be delivered. These details are essential for designing and testing the solution that meets the requirement. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3, page 87; CBAP / CCBA Certified Business Analysis Study Guide, Chapter 3, page 86.

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 67
• BABOK Guide, Version 3, Section 2.4: Governance, page 29

The 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

• 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.

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

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 7: Strategy Analysis, p. 232-233; Chapter 10: Cost Benefit Analysis, p. 352-355.
• Business Analysis for Practitioners: A Practice Guide, Chapter 6: Solution Evaluation, p. 159-160.

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

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

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

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

Requirement 5 is not atomic, meaning it is not expressed in the simplest form possible. It combines two sub-requirements: one for selecting an option and one for supplying input. These sub-requirements should be separated into two distinct requirements for clarity and traceability. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 77; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 77.