CBAP Certified Business Analysis Professional Questions and Answers

 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

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

Reduce the number of individual meetings and interviews that need to be conducted

Increase the quality and quantity of information that can be gathered from different perspectives and sources

Enhance the communication and understanding among the stakeholders and the BA

Promote the consensus and agreement on the requirements and the solution scope

Identify and resolve any conflicts, issues, or gaps in the requirements

Some examples of collaborative elicitation techniques are:

Requirements workshops: A structured and facilitated session that brings together a group of stakeholders to elicit, analyze, and prioritize requirements

Brainstorming: A technique that generates a large number of ideas or solutions from a group of stakeholders in a creative and spontaneous manner

Focus groups: A technique that collects the opinions, preferences, and feedback of a group of stakeholders on a specific topic or issue

Prototyping: A technique that creates a simplified or partial version of the solution to elicit, demonstrate, and validate requirements

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

References:

[BABOK Guide v3], Section 4.2: Conduct Elicitation, p. 100-101

Types of Elicitation Techniques for the Business Analyst, Blog Post, September 2018

Elicitation Techniques Used by Business Analysts – Tips and Guidance, Blog Post, July 2023

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

A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, Chapter 4: Requirements Life Cycle Management, Section 4.5: Manage Changes1

CBAP Certification Study Guide v3.0, Chapter 4: Requirements Life Cycle Management, Section 4.5: Manage Changes2

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

TCO=I+(S×T)

where I is the initial investment, S is the monthly support cost, and T is the number of months.

For the inhouse solution, the TCO is:

TCOinhouse​=65,000+(5,600×T)

For the vendor solution, the TCO is:

TCOvendor​=49,000+(6,100×T)

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

65,000+(5,600×T)=49,000+(6,100×T)

Simplifying and rearranging, we get:

T=50016,000​=32

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

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

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

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

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

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

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

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

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

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

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

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

 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

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 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.

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

 A top-down estimate is an estimate based on past projects to predict the current cost and/or duration of the current project. It is also called an analogous estimate, as it involves using data from previous, similar projects to estimate activity durations1. Top-down estimates are usually done at the early stages of a project, when there is not enough detail or information available to perform more accurate estimates. They are useful for providing a rough order of magnitude (ROM) or a ballpark figure for the project scope, cost and schedule. Top-down estimates are typically faster and cheaper to produce than bottom-up estimates, but they are also less accurate and reliable23. References: 2: Project Cost Estimation: How to Estimate Project Cost - ProjectManager2 3: 11 Cost Estimating Methods (With Formulas and Examples) | Indeed.com3 1: Understanding the Analogous Estimating Technique | Runn1

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

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

CBAP® Handbook, page 15, section 4.1.2.3

BABOK® Guide, page 32, section 3.2.3

SWOT Analysis: How To With Table and Example

SWOT Analysis Threats: Definition & Examples

 The management horizon is the time period over which the costs and benefits of a proposed solution are evaluated. It is also the point in time when the net present value of the solution becomes positive, meaning that the solution has recovered its initial investment and started to generate a profit. The management horizon helps to determine the feasibility and viability of a solution, as well as its alignment with the strategic goals of the organization. References:

CBAP® Handbook, page 15, section 4.1.2.3

BABOK® Guide, page 32, section 3.2.3

How to Write a Business Case (Template Included), under Step 3: Calculate the Financials

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

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

1.4 Characteristics of a Good Requirement - InformIT

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

Needs and Solutions, Requirements and Designs - IIBA®

Effectively! – Requirement Characteristics - ArgonDigital

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

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

Stakeholder Analysis: Overview, Tools and Techniques - KnowledgeHut

How to Perform a Stakeholder Analysis | Lucidchart

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

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

IIBA BABOK Guide v3, p. 36, 38, 40, 42

How to Create a Stakeholder Management Plan Smartsheet

CBAP 150 Practice Questions Flashcards, Question 5

How To Create an Effective Stakeholder Communication Plan

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

BABOK® Guide, section 10.25.3, page 404

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

Tips for Earning a Business Analysis Certification | IIBA®

 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.

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

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

An Overview of Enterprise Analysis - Modern Analyst

How Do You Know When You Are Doing Enterprise Analysis

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

CBAP® Handbook, page 14, section 4.1.2.2

BABOK® Guide, page 30, section 3.2.1

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

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

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

BABOK® Guide v3, section 11.6.5.8, page 417

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

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

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 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.

A requirements trace matrix (RTM) is a tool that helps to ensure that the project’s scope, requirements, and deliverables remain consistent and aligned throughout the project lifecycle. It traces the requirements from their origin to their fulfillment by linking them to other project artifacts, such as design documents, test cases, and solution components. An RTM can also be used to verify that all requirements are met and to identify changes to the scope when they occur. An RTM is especially useful for smaller projects where there are few requirements, as it can help to track the progress and status of each requirement and avoid scope creep. A requirements trace matrix is not the same as a roles and responsibility matrix (A), a RACI matrix (B), or a coverage matrix ©, which are different types of matrices that serve different purposes in project management. References:

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

Requirements Traceability Matrix – RTM - Project-Management.com

CBAP/CCBA/ECBA Certification Practice Test | MindsMapped, Question 6

 Requirements elicitation is not a business analysis planning and monitoring approach, but a business analysis task that involves identifying and documenting the needs and expectations 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

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

 Benchmarking is a technique for comparing the performance or practices of an organization with those of other organizations, usually considered to be the best in the field. It is not a technique for identifying the solution approach, which is the process of defining the most feasible and appropriate way to implement a change that addresses a business need. The other techniques are useful for identifying the solution approach. Decision analysis helps to evaluate multiple options and select the best one based on criteria and trade-offs. Risk analysis helps to identify and assess the uncertainties and potential impacts of the solution approach. Brainstorming helps to generate and explore diverse ideas for the solution approach. References:

BABOK® Guide v3, section 10.17 Benchmarking, section 10.18 Brainstorming, section 10.25 Decision Analysis, section 10.33 Risk Analysis and Management, section 11.2 Define Solution Approach

CBAP® Handbook, section 5. Review the Exam Blueprint

Tips for Earning a Business Analysis Certification, section 4. Leverage a variety of study resources

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

Using Scope Models to Manage Solution Scope

Solution Scope vs. Project Scope

Solution Scope – An Insight

Alternative generation is a business analysis element that tries to identify as many potential options as possible to meet the business objectives and fill identified gaps in capabilities. Alternative generation is part of the strategy analysis knowledge area, which involves defining the business need, assessing the current state, defining the future state, identifying solution options, and recommending a solution. Alternative generation helps to explore the possible ways to achieve the desired outcomes, and to evaluate the feasibility, viability, and suitability of each option. Alternative generation can use various techniques, such as brainstorming, benchmarking, market analysis, or SWOT analysis, to generate and compare different solution alternatives. References:

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 100, section 5.41

[CBAP Certification Study Guide v3.0], Chapter 5: Strategy Analysis, Section 5.4: Identify Solution Options, page 5-152

What Is Business Analysis and Why Is It Important? - Indeed, paragraph 4

More CBAP Preparation Questions – The Functional BA, question 4

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

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

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

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

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

References:

CBAP® Handbook, page 15, section 4.1.2.3

BABOK® Guide, page 32, section 3.2.3

Solution Scope – An Insight

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

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

 A cost-benefits justification is a term that matches management’s request to include the projected costs and benefits to be realized and how those and benefits will be assessed and evaluated in the business case. A cost-benefits justification is a process that compares the costs of implementing a project or a solution with the benefits that it will generate, both in monetary terms. It helps to determine the feasibility, profitability, and return on investment of the project or solution, and to support the decision-making process. A cost-benefits justification also includes the methods and criteria for measuring and evaluating the costs and benefits, such as net present value, internal rate of return, payback period, or cost-benefit ratio12. References:

Cost-Benefit Analysis: A Quick Guide with Examples and Templates

Cost-Benefit Analysis: What It Is & How to Do It

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

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

An enterprise readiness assessment is a process of evaluating the current state of an organization and its readiness to adopt a new system or change12. It helps to identify the gaps, risks, and opportunities that may affect the success of the project3. Before eliciting requirements for a new system, the BA needs to understand the current situation, the stakeholders, the culture, the processes, and the potential impacts of the change4. This will help the BA to define the scope, objectives, and approach for the requirements elicitation. 

Interviewing is a quantitative risk analysis technique that relies on experience and past data to compute the probability and impact of risks on project objectives. Interviewing involves asking experts, stakeholders, or team members to provide their estimates of the likelihood and consequences of the identified risks, based on their knowledge, judgment, or historical records. Interviewing can be conducted individually or in groups, using structured or unstructured questions, and using qualitative or quantitative scales. Interviewing helps to obtain a range of possible outcomes and their probabilities, as well as to identify the assumptions and uncertainties behind the estimates. References: IIBA BABOK Guide v3, section 11.2.2.5, page 388; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 5, page 232; CBAP Sample Questions, question 236.

 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

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

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 121

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.5: Prioritize Requirements, page 62

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

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 3: Requirements Life Cycle Management, page 121

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

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 337

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.2: Analyze Performance Measures, page 153

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

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 8: Solution Evaluation, page 337

 The 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

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

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

Critical Path Mapping with Activity Network Diagrams

How To Create a Project Timeline in 8 Easy Steps, under Step 4: Choose a project timeline format

Ad images are a strong candidate to be addressed while planning for requirements reuse, because they are likely to change frequently and have common elements that can be reused across different weeks. Requirements reuse is a technique that involves identifying, storing, and reusing requirements or requirement components for future projects or initiatives. It can help to reduce duplication, improve consistency, and save time and effort. Ad images can benefit from requirements reuse, because they can use a standard template, format, and style, and only change the specific image and text for each new topping. Dough preparation, toppings preparation, and topping recipes are not good candidates for requirements reuse, because they are either stable or unique for each week. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 124

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.7: Reuse Requirements, page 66

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

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 3: Requirements Life Cycle Management, page 124

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

The BA should interview the domain subject matter expert and the end user to determine the changes needed to the comparison tool, as they are the ones who have the most knowledge and experience with the product specifications and the business needs. The domain subject matter expert can provide the BA with the technical and functional details of the product specifications, as well as the criteria and rules for comparing different versions. The end user can provide the BA with the feedback and expectations on the usability and value of the comparison tool, as well as the pain points and issues they face with the current tool. By interviewing these two stakeholders, the BA can elicit the requirements and design options for improving the comparison tool. 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. 25-26; Chapter 3: Elicitation and Collaboration, p. 57-58, 61-62.

Business Analysis for Practitioners: A Practice Guide, Chapter 3: Elicitation and Collaboration, p. 69-70, 73-74.

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

A. Rewriting requirements independent of the solution design is not a good option because it would be redundant and time-consuming. The existing solution documents already contain the necessary information for the solution consultants to customize the system. The BA only needs to add some additional attributes for the new and changed requirements, not rewrite them from scratch.

B. Entering the information in the company’s change management system is not a good option because it would not be accessible or useful for the solution consultants. The change management system is typically used for tracking and approving changes to the existing system, not for defining and documenting requirements for a new system. The BA needs to communicate the requirements to the solution consultants in a format that they can understand and use for customization.

C. Adding the attributes to the original requirements catalog and changing requirements is not a good option because it would modify the as-is solution documents, which may be needed for reference or comparison purposes. The BA should not alter the existing solution documents without the consent of the solution consultants, who created and own them. The BA should create a separate document for the new and changed requirements, and link them to the original requirements catalog if necessary.

D. Creating a new workbook of requirements with necessary attributes is the best option because it would allow the BA to capture and manage the information for the new and changed requirements in a structured and consistent way. The BA can use a spreadsheet or a similar tool to create a new workbook of requirements, and include the additional attributes such as the source, reason, complexity, and priority of change. The BA can also reuse some of the requirements in other work by copying or referencing them in the workbook. The BA can share the workbook with the solution consultants, who can use it to customize the system according to the PGA needs.

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

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

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

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

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

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

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

Approval Process: Key Governance Procedure, Business Group on Health

Developing an effective governance operating model, Deloitte

What is a Governance Process?, WalkMe

The business analysis approach is the set of processes, activities, tasks, deliverables, and techniques that are used to conduct business analysis. The business analysis approach should be aligned with the needs, preferences, and expectations of the stakeholders, as well as the characteristics and constraints of the project and the organization. The level of formality is one of the factors that influences the business analysis approach. It refers to the degree of rigor, detail, and documentation that is required for the business analysis work. The level of formality may vary depending on the type, size, complexity, and risk of the project, as well as the regulatory and governance requirements, the stakeholder involvement, and the organizational culture. In this scenario, the BA is dealing with two main stakeholders that have different levels of formality. The government agency is highly regulated and may require a formal approach that follows strict standards, policies, and procedures, and produces detailed and comprehensive documentation. The private company is less formal and may prefer a flexible and collaborative approach that allows for rapid changes, feedback, and experimentation, and produces minimal and concise documentation. Therefore, the BA’s strategy should be to develop consensus on a tailored approach for formality that balances the needs and expectations of both stakeholders, and that is suitable for the project context and objectives. The BA should facilitate a meeting with the representatives from each entity and discuss the advantages and disadvantages of different levels of formality, and how they can be adapted and customized to meet the project requirements and deliver value. The BA should also consider the impact of the level of formality on the other aspects of the business analysis approach, such as the planning, elicitation, analysis, validation, and management of the requirements and design specifications. The BA should seek to achieve a common understanding and agreement among the stakeholders on the level of formality and the business analysis approach. Option B is incorrect because using a formal approach to appeal to the government entity’s higher authority may not satisfy the needs and preferences of the private company, and may create conflict and dissatisfaction among the stakeholders. Option C is incorrect because employing the standard business analysis level of formality may not be appropriate or effective for the project and the organization, and may not address the specific needs and expectations of the stakeholders. Option D is incorrect because asking the government entity to accept a flexible collaborative approach may not comply with the regulatory and governance requirements, and may create resistance and distrust among the stakeholders. References: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.2: Plan Business Analysis Approach, p. 28-32; Chapter 10: Techniques, Section 10.6: Business Analysis Approach, p. 501-502.

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

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

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

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

IIBA BABOK Guide, Section 10.24, Stakeholder Engagement

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

Stakeholder Engagement in Business Analysis, Business Analyst Learnings

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

 A data flow diagram (DFD) is a graphical representation of how data moves through a system or process. It shows the sources and destinations of data, the processes that transform data, and the data stores that hold data. A DFD can help the business analyst understand the current state of a system, identify gaps or inefficiencies, and design a new or improved system. A DFD is different from a network topology map, which shows the physical layout and connections of network devices. A DFD is also different from a data dictionary and glossary, which provide definitions and descriptions of data elements and terms. A DFD is not a prototype, which is a working model or simulation of a system or product. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Requirements Analysis, page 287-288.

Essential Guide to Business Process Mapping, Section: Data Flow Diagrams, paragraph 1-2.

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

BABOK® Guide v3, section 4.2, page 108-109

Conducting elicitation activity – The Functional BA, paragraph 1

Prepare for Elicitation, paragraph 2

Elicitation and Facilitation—Tools, Tips, and Techniques, paragraph 2

 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.

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

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

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

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

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

A 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®

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

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

CBAP Certification Study Guide v3.0, page 33

BABOK Guide v3, page 16

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

Brainstorming is a technique to generate a large number of ideas or options for a problem or opportunity in a short time. It involves a group of stakeholders who share their thoughts and suggestions without criticism or evaluation. Brainstorming helps to identify options, factors, delays, and ideas for a solution by encouraging creativity, diversity, and collaboration. Benchmarking is a technique to compare the current state of a process, product, or service with a desired or best practice state. It involves identifying the performance indicators, standards, and targets for improvement. Benchmarking helps to identify gaps, opportunities, and best practices for a solution by providing a reference point or a baseline. Data flow diagrams are a technique to model the flow of data and information through a system or process. They involve identifying the sources, destinations, processes, and stores of data and information, and the relationships among them. Data flow diagrams help to identify inputs, outputs, transformations, and storage of data and information for a solution by providing a visual representation of the system or process. Business rules analysis is a technique 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 analysis helps to identify rules, policies, decisions, and constraints for a solution by providing a clear, consistent, and separated expression of the business logic. References: 9 Elicitation Techniques Used by Business Analysts – Tips and Guidance, CBAP® Handbook, Requirements Elicitation - Where to start as a Business Analyst?

The prepare for elicitation process is a technique to understand the scope of the elicitation activity, select appropriate techniques, and plan for (or procure) appropriate supporting materials and resources. The inputs for this process are the following12:

Stakeholder list: This is the identification and description of the individuals and groups who have an interest or influence in the project. It defines their roles, responsibilities, expectations, and level of involvement in the elicitation activity.

Business need: This is the problem or opportunity that the project intends to address. It provides the context and rationale for the elicitation activity and helps to define the scope and objectives of the project.

Solution scope: This is the set of capabilities and features that a solution must deliver in order to meet the business need. It defines the boundaries and assumptions of the project and helps to identify the stakeholders and sources of information for the elicitation activity.

Stakeholder concerns are not an input, but an output of the prepare for elicitation process. They are the issues or questions that the stakeholders have regarding the project or the solution. They are used as an input for the conduct elicitation process, where they are addressed or answered during the elicitation activity. References: Prepare for Elicitation - iiba.org, Preparing for elicitation – The Functional BA

 A test plan is a document that describes the scope, objectives, strategy, and activities of testing a software product or system. A test plan is mandatory in most software development projects because it ensures that the software meets the quality standards and requirements of the stakeholders. A test plan also helps to identify and mitigate the risks, defects, and issues that may affect the software functionality, performance, usability, and security. A test plan is different from a communication management plan, which is a document that describes how the project information will be communicated to the stakeholders. A test plan is also different from a disaster recovery plan, which is a document that describes how the project will resume its operations in the event of a disaster or emergency. A test plan is not a procurement plan, which is a document that describes how the project will acquire the goods and services needed from external sources. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 9: Solution Assessment and Validation, page 329-330.

How to write a software requirement document (with template), paragraph 6

These testing methods should be mandatory for any software, paragraph 1

Software Testing Plan - Tutorialspoint, paragraph 1

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

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

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

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

 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

 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”

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

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

Business Capability Analysis: How to analyze capabilities, paragraph 3

ProjectManagement.com - Variance Analysis, paragraph 1

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

 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”

 Surveys are a conduct stakeholder analysis technique that is useful for identifying shared characteristics of a stakeholder group. Surveys are structured questionnaires that are distributed to a large number of stakeholders to collect quantitative and qualitative data about their needs, expectations, preferences, and opinions. Surveys can help to identify common patterns, trends, and themes among the stakeholder group, as well as to measure the level of agreement, satisfaction, or importance of the requirements. Surveys can also be used to segment the stakeholder group based on their characteristics, such as roles, responsibilities, interests, or influence.

Scope modeling, brainstorming, and interviews are other conduct stakeholder analysis techniques, but they are not as effective as surveys for identifying shared characteristics of a stakeholder group. Scope modeling is a technique that defines the boundaries and context of the business domain and the solution. Brainstorming is a technique that generates a large number of ideas or solutions in a creative and collaborative way. Interviews are a technique that involves one-on-one or group discussions with the stakeholders to elicit detailed information about their needs, expectations, preferences, and opinions. These techniques are more suitable for exploring the specific and individual characteristics of the stakeholders, rather than the general and collective ones. References:

BABOK® Guide, p. 104-105, 377-378

CBAP / CCBA Certified Business Analysis Study Guide, p. 49-50, 52

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 3, Video: “Stakeholder Analysis”

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

9.1 Analytical Thinking and Problem Solving, paragraph 1

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

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

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

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

Assessing capability gaps is a task of enterprise analysis that involves analyzing the current state of the organization and comparing it with the desired future state. The purpose of this task is to identify the new capabilities that the organization needs to acquire or enhance in order to meet the business need and achieve the organizational goals and objectives. These new capabilities can be related to processes, systems, people, or resources. Assessing capability gaps can help to determine the scope and feasibility of the solution, as well as the risks and benefits associated with it. References: BABOK Guide v3, page 25; CBAP / CCBA Certified Business Analysis Study Guide, page 69.

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

BABOK® Guide, p. 54-55

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

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

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

The Delphi technique is a type of requirements elicitation technique that is based on a survey method. The Delphi technique involves sending a series of questionnaires to a group of experts who have knowledge or experience in the domain of the project or the solution. The questionnaires are designed to elicit opinions, ideas, or feedback on the requirements or the issues related to the project or the solution. The responses from the experts are collected and analyzed by a facilitator, who then provides a summary of the results and the areas of agreement or disagreement to the experts. The facilitator also prepares a new questionnaire based on the feedback and sends it back to the experts for another round of responses. This process is repeated until a consensus is reached or a sufficient level of information is obtained. The Delphi technique is useful for gathering requirements from a large and diverse group of stakeholders who are geographically dispersed or have conflicting views. The Delphi technique also helps to reduce the influence of dominant or biased individuals and to encourage honest and independent opinions. The Delphi technique is different from a workshop, which is a type of requirements elicitation technique that involves bringing together a group of stakeholders in a face-to-face or virtual setting to collaborate and exchange information on the requirements or the issues related to the project or the solution. The workshop is facilitated by a moderator, who guides the discussion and ensures the participation and contribution of all the attendees. The workshop is useful for generating a large number of ideas and finding solutions for a specific problem in a short time. The workshop also helps to build rapport and trust among the stakeholders and to resolve conflicts or misunderstandings. The Delphi technique is also different from a round table, which is a type of requirements elicitation technique that involves inviting a group of stakeholders to a formal or informal meeting to share their perspectives and insights on the requirements or the issues related to the project or the solution. The round table is moderated by a leader, who introduces the topic and encourages the dialogue and debate among the participants. The round table is useful for exploring different viewpoints and opinions and for gaining a deeper understanding of the problem and the context. The round table also helps to foster a sense of involvement and ownership among the stakeholders and to identify the areas of agreement or disagreement. The Delphi technique is not a prototyping, which is a type of requirements elicitation technique that involves creating a simplified or partial version of the solution or a component of the solution and presenting it to the stakeholders for feedback. The prototype can be either low-fidelity or high-fidelity, depending on the level of detail and functionality. The prototype is useful for validating and verifying the requirements and for demonstrating the feasibility and usability of the solution. The prototype also helps to reduce the ambiguity and uncertainty of the requirements and to increase the satisfaction and acceptance of the solution. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 180-181.

Top 10 Most Common Requirements Elicitation Techniques, paragraph 9

Software Engineering | Requirements Elicitation - GeeksforGeeks, paragraph 6

Delphi Method Forecasting Definition and How It’s Used - Investopedia, paragraph 1

The Delphi Technique - Students 4 Best Evidence, paragraph 1

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

Strategy and goals

Processes and policies

Structure and roles

Culture and values

Systems and technology

Performance and quality

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

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

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

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

The 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

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

 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

 In this scenario, the distributor is under pressure to fully meet the year-round market demand in order to stay in business. The primary objective is not directly related to making more profit, defeating competitors, or stabilizing its performance but rather ensuring that customer orders are fulfilled even during peak demand periods. This aligns with one of the key aspects of business analysis - understanding and prioritizing the needs and expectations of stakeholders (in this case, customers) to deliver value. References: Business Analysis Professional (CBAP) Learning documents or resources available at 1 and 2

 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.

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

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

Vulnerabilities, Threats, and Risks Explained | Office of Information Security | Washington University in St. Louis, paragraph 1

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

The risk management plan is a document that describes how risk management will be performed throughout the project. It includes tasks and roles for identifying, analyzing, responding, and monitoring risks. It also defines the risk categories, the schedules for risk management activities, the definitions of probability and impact, and the stakeholders’ tolerances for risk exposure and acceptance. The risk management plan provides guidance and direction for managing risks effectively and efficiently. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 228; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 5, page 228.

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.

 The alignment with solution scope is the first consideration for filtering ideas, as it ensures that the proposed features are consistent with the business need and objectives that the solution is intended to address. The other considerations are also important, but they are secondary to the scope alignment. For example, a feature that is low-cost and fast to implement, but does not align with the solution scope, would not add value to the solution or the stakeholders. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 9: Solution Evaluation, page 343

[BABOK Guide], Section 7.6: Assess Proposed Solution, page 268

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

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

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

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

 Completeness is one of the characteristics of good requirements, along with clarity, consistency, correctness, feasibility, testability, traceability, and prioritization. Completeness means that the requirements specify everything that is necessary and relevant for the solution, and that there are no gaps, omissions, or ambiguities in the requirements. A BA can ensure completeness by using various techniques, such as:

Reviewing the requirements with stakeholders and subject matter experts to verify that they cover all the business needs and objectives, and that they are aligned with the solution scope and vision

Validating the requirements against the business case, the project charter, and other relevant documents to confirm that they are consistent and coherent with the project goals and deliverables

Analyzing the requirements for dependencies, assumptions, constraints, risks, and issues, and documenting them appropriately

Using models, diagrams, and prototypes to illustrate the requirements and identify any missing or unclear aspects

Applying quality standards and criteria to evaluate the requirements and ensure that they meet the expectations and requirements of the stakeholders

By ensuring completeness, a BA can avoid missing, inconsistent, and contradictory requirements that could lead to confusion, errors, rework, delays, and dissatisfaction among the stakeholders.

References:

[BABOK Guide v3], Section 4.5: Specify and Model Requirements, p. 120-121

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Requirements Analysis, p. 153-154

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 2: Business Analysis: Requirements Analysis and Design Definition, Week 1: Requirements Analysis and Design Definition, Video: Characteristics of Good Requirements

The approach that would help the BA to understand the functionality definition issues is to use a requirements traceability repository, as this is a technique that helps to track the origin, dependencies, and relationships of the requirements throughout the business analysis process. A requirements traceability repository can help the BA to identify the sources, owners, and stakeholders of the requirements, as well as the changes, impacts, and risks associated with them. By using a requirements traceability repository, the BA can avoid duplication, inconsistency, and ambiguity in the functionality definition, and ensure that the requirements are aligned with the business needs and objectives. 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. 209-210; Chapter 10: Requirements Traceability, p. 348-351.

Business Analysis for Practitioners: A Practice Guide, Chapter 4: Requirements Life Cycle Management, p. 99-100,

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.

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

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

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

 A process configuration is a type of flowchart that shows all the processes and the interfaces that interact with the project processes. A process configuration provides a visual overview of the project scope, boundaries, inputs, outputs, and dependencies. It helps the business analyst to understand the project context, identify the stakeholders, and define the requirements. A process configuration is different from a Pareto chart, which is a type of chart that shows the frequency and impact of problems or issues in a process. A Pareto chart helps the business analyst to prioritize the problems or issues and focus on the most significant ones. A process configuration is also different from a control chart, which is a type of chart that shows the variation and performance of a process over time. A control chart helps the business analyst to monitor and control the process quality and identify the causes of variation. A process configuration is not a quality baseline, which is a document that defines the quality standards and criteria for the project or the solution. A quality baseline helps the business analyst to measure and evaluate the quality of the requirements and the solution. A process configuration is not a RACI chart, which is a type of matrix that shows the roles and responsibilities of the stakeholders in a project or a process. A RACI chart helps the business analyst to clarify the expectations and accountabilities of the stakeholders and improve the communication and collaboration among them. References:

[CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition], Chapter 6: Enterprise Analysis, page 217-218.

Business Analysis: Key Definitions & Strategy Analysis, paragraph 3

Business Analysis: Process Modeling, paragraph 1

Process Configuration - an overview | ScienceDirect Topics, paragraph 1

Process Configuration - Project Management Knowledge, paragraph 1

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

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

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

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

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

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

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 9: Requirements Analysis and Design Definition, page 319

CBAP / CCBA Certified Business Analysis Study Guide | Wiley, Chapter 9: Requirements Analysis and Design Definition, page 319

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Business Analysis: Requirements Analysis and Design Definition, Week 3: Requirements Analysis Techniques, Video: Brainstorming

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

Interviews are a common and effective technique for eliciting requirements from stakeholders1234.

Interviews allow the BA to gain an in-depth understanding of the business needs and create the opportunity for a discussion and clarification on any statements made by the stakeholder5.

Interviews enable the BA to ask open-ended questions, probe for details, and uncover hidden or implicit requirements that the stakeholder may not be aware of or may not express otherwise124.

Interviews can also help the BA to establish rapport and trust with the stakeholder, which can facilitate the collaboration and communication throughout the project12.

Interviews can be used to verify facts, clarify ambiguity, trigger enthusiasm, engage end users, identify requirements and solicit opinions and ideas3.

The other options are not as good as option D because:

Option A is not a good approach because it assumes that the current solution is suitable for the PGA department without validating it with the actual users. Deploying the solution without eliciting user requirements may result in low user satisfaction, low adoption, and poor performance. Surveying users for improvement proposals after the deployment may be too late or too costly to implement changes.

Option B is better than option A, but it still relies on the assumption that the current solution can meet the PGA needs with minimal customization. Utilizing the solution in a test environment with actual data may help elicit some feedback, but it may not capture all the requirements or address all the issues that the users may have. Moreover, this approach may require more time and resources than conducting interviews.

Option C is also better than option A, but it may not be sufficient to collect the requirements from the sponsor and domain subject matter experts only. The sponsor may not represent the views and needs of all the users, and the domain subject matter experts may not be familiar with the current solution or the future state of the process. Collecting the requirements from a wider range of stakeholders, including the end users, can help ensure that the solution is aligned with the business goals and user expectations.

 A workshop is a technique that helps to facilitate a structured and collaborative discussion among a group of stakeholders on a specific topic, such as the impact of the requirement changes. A workshop can help the BA to obtain a resolution on the impact of the requirement changes by providing an opportunity for the stakeholders to share their views, concerns, and suggestions, to analyze the pros and cons of the changes, to negotiate and resolve any conflicts or disagreements, and to reach a consensus on the best course of action. A workshop can also help the BA to communicate the rationale and benefits of the changes, to obtain feedback and approval from the stakeholders, and to document the outcomes and action items of the discussion. 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 or a solution option. A focus group can help the BA to understand the stakeholders’ perception, ideas, and attitudes, and to identify any issues, gaps, or improvements, but it does not help the BA to obtain a resolution on the impact of the requirement changes. An interview is a technique that helps to elicit information from an individual stakeholder or a small group of stakeholders by asking open-ended, closed-ended, or probing questions. An interview can help the BA to gather detailed and specific information, to clarify and validate the requirements, and to build rapport and trust with the stakeholders, but it does not help the BA to obtain a resolution on the impact of the requirement changes. A survey is a technique that helps to collect quantitative or qualitative data from a large number of stakeholders by using a predefined set of questions or statements. A survey can help the BA to measure the level of satisfaction, agreement, or importance of the stakeholders, to identify the trends and patterns of the data, and to support decision making and prioritization, but it does not help the BA to obtain a resolution on the impact of the requirement changes. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.53: Workshops, p. 570-572; Section 10.24: Focus Groups, p. 532-533; Section 10.25: Interviews, p. 534-536; Section 10.46: Surveys or Questionnaires, p. 560-562.

Risk analysis is the process of analyzing the areas of a project that are most affected by risk. It involves estimating the probability and impact of each identified risk, as well as assessing the quality and reliability of the available data. Risk analysis helps to prioritize the risks based on their severity and potential effect on the project objectives and deliverables. Risk analysis also helps to identify the root causes and triggers of the risks, as well as the interrelationships and dependencies among the risks. Risk analysis is the second step of risk management, which also includes risk identification, risk response, and risk monitoring and control. References: [IIBA BABOK Guide v3], section 11.2.2, page 387; CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 231; CBAP Sample Questions, question 234.

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

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

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

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

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

BABOK Guide v3, section 11.6.5.4, page 402

Risk response strategies: mitigation, transfer, avoidance, acceptance, paragraph 4

Risk Response Planning: A Guide to Effective Risk Management, paragraph 3

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

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

Business process modeling - Wikipedia, paragraph 1

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

 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

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

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

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

 A 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

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

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

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

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

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

The BA should inform the stakeholders that the regulatory requirement takes precedence over other requirements, because it is a mandatory constraint that must be satisfied by the solution. The BA should explain the rationale and implications of the regulatory requirement, and how it affects the other requirements and the solution scope. The BA should also seek to resolve any conflicts or issues that may arise from the stakeholders, and ensure that they understand and accept the priority of the regulatory requirement. Measuring the value of the other requirements against the penalty of not meeting the regulatory requirement, comparing the regulatory requirement to the recommended solution, or determining a means to work around the regulatory requirement are not the best options, because they do not address the root cause of the problem and may result in non-compliance, legal liability, or stakeholder dissatisfaction. References:

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

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.5: Prioritize Requirements, page 62

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

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

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

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

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

The Differences Between Feasibility Studies and Business Cases

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

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

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

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

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

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

The BA should set up additional activities to collaboratively resolve the variations in the elicitation results, as this will help to ensure that the information is accurate, consistent, and complete. The BA can use techniques such as reviews, workshops, or focus groups to confirm the elicitation results with the stakeholders, identify and address any gaps, conflicts, or ambiguities, and reach a consensus on the requirements12. The other options are not effective ways to resolve the variations. Identifying a few key stakeholders to resolve the conflicts may exclude other relevant stakeholders and create bias or resentment. Removing requirements that cause differences may result in losing important information or value. Weighting the results from the observation because it is more reliable may ignore other sources of information or perspectives.

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

[BABOK Guide v3], Section 10.18: Document Analysis, p. 386-387

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Requirements Elicitation and Collaboration, p. 149-150

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 2: Business Analysis: Requirements Elicitation and Analysis, Week 1: Elicitation Techniques, Video: Document Analysis

The company’s response to the vendor’s request is to deny it because of the company’s risk aversion. Risk aversion is the tendency to avoid or minimize exposure to uncertain or potentially negative outcomes. A conservative company with rigorous risk control plans and internal audit rules would be highly risk-averse and would not grant remote access to quality and production data to an external vendor, even if the vendor provides routine maintenance for the core business application. Remote access could pose security, privacy, and compliance risks for the company and its data, and the company would prefer to restrict and control the access and maintenance to be on-site. The company would not accept the vendor’s request, even if the company has an urgent problem to solve or if the immediate remote access could resolve the issue, because the company would prioritize risk mitigation over convenience or efficiency. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Solution Evaluation, Section 7.2: Analyze Performance Measures, p. 311-312

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 7: Solution Evaluation, Section 7.2: Analyze Performance Measures, p. 269-270

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

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

Business analysis approach planning – The Functional BA, paragraph 5

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

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

 A fishbone diagram is a technique that helps identify, explore, and display the possible causes of a specific problem or quality characteristic. It can also be used to analyze the root causes of a problem or a gap between the current and desired states of a solution. By using a fishbone diagram, the BA can understand the reason why the performance of the solution does not meet the expected benefits and identify potential corrective actions. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 10: Solution Evaluation, page 393

Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Section 10.23: Fishbone Diagrams, page 382-383

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

IIBA BABOK Guide, Section 7.2, Allocate Requirements

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

Requirements Allocation, AcqNotes

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

The 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 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

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

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

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

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

 The 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

 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.

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)

 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.

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

 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

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”

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

ER Diagram (ERD) - Definition & Overview | Lucidchart, paragraph 1-2

A Guide to the Entity Relationship Diagram (ERD) - Database Star, paragraph 1-2

ERD Templates | ER Diagram Examples | Moqups, paragraph 1

What is an Entity Relationship (ER) Diagram - Creately, paragraph 1

Components of an ER Diagram - TAE - Tutorial And Example, paragraph 1-2

A 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.

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

IIBA®, 10.9 Business Rules Analysis

Business Rules Analysis — Business Analyst Learnings

Using Business Rules Analysis to Model and Analyze BI Requirements

Business rules analysis – The Functional BA

 A business analysis communications plan is a document that describes how the business analysis information will be communicated to the stakeholders, including the format, frequency, content, and recipients of the communication. A business analysis communications plan can help to ensure that the stakeholders are informed, engaged, and satisfied with the business analysis work, and that the business analysis deliverables are validated and approved. A business analysis communications plan is part of the business analysis plan, which is a comprehensive document that covers all aspects of the business analysis approach, activities, and deliverables. References: BABOK Guide v3, page 37; CBAP / CCBA Certified Business Analysis Study Guide, page 75.