CBAP Certified Business Analysis Professional Questions and Answers

 According to the BABOK® Guide, conflicts among stakeholders are inevitable and must be resolved before formal approval of the requirements can be obtained. The business analyst is responsible for facilitating the resolution of conflicts by using various techniques such as problem-solving, negotiation, or escalation. The business analyst should not make the decision for the stakeholders, nor should the decision be based on seniority or deferred until later. References: BABOK® Guide v3, section 4.5.5, page 142; CBAP® Handbook, section 4.4, page 6.

A tornado diagram is a type of bar chart that shows the effect of varying different input parameters on an output variable. It is often used in sensitivity analysis to compare the relative importance of different factors or uncertainties that affect the outcome of a decision, project, or model. A tornado diagram typically has a horizontal baseline that represents the base case value of the output variable, and vertical bars that extend to the left and right of the baseline to show how the output changes when each input parameter is varied from its minimum to maximum value, while holding all other parameters constant. The bars are usually sorted by their length, creating a shape similar to a tornado. The longer the bar, the more sensitive the output is to that input parameter. A tornado diagram can help identify the key drivers of the output variable, as well as the parameters that have little or no impact. 

 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.

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

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

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

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

How to Write a Business Case | Smartsheet

Business Case Examples, explained in simple language - Chase Consulting

Feasibility Study: Definition, Methods, and Examples

Project Assumptions and Constraints: Examples and Differences

[Business Need - IIBA®]

[Solution Options - IIBA®]

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

[Stakeholder Concerns - IIBA®]

Decision analysis is not an input, but a technique that can be used to assess proposed solutions. Decision analysis involves evaluating the feasibility, benefits, risks, and impacts of various solution options and selecting the best one based on predefined criteria and stakeholder preferences. The inputs for the assess proposed solution process are requirements, assumptions and constraints, and solution options. Requirements are the desired capabilities and conditions of the solution. Assumptions and constraints are the factors that affect the solution design and implementation. Solution options are the alternative ways to meet the requirements within the assumptions and constraints. References:

BABOK® Guide, p. 121-122

CBAP / CCBA Certified Business Analysis Study Guide, p. 295-296

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 4, Video: “Assess Proposed Solution”

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

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

BABOK® Guide, p. 16-17

CBAP / CCBA Certified Business Analysis Study Guide, p. 83-84

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 4, Video: “Enterprise Analysis”

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

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

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

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

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

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

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

BABOK® Guide, p. 13-14

CBAP / CCBA Certified Business Analysis Study Guide, p. 27-28

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

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

According to the BABOK® Guide, eliciting requirements is not a compartmentalized activity that can be completed in a single phase of the project. Rather, it is an ongoing process that occurs throughout the project life cycle, as new information is discovered, new stakeholders are identified, and changes are requested. Therefore, the duration of the requirements elicitation process is not determined by the schedule, the size, or the stakeholder involvement of the project, but by the evolving nature of the requirements themselves. References: BABOK® Guide v3, section 4.1, page 50; CBAP® Handbook, page 6.

 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”

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

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

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

CBAP® Handbook

Predecessor Task - iiba.org

Dependent Task - iiba.org

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

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

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

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

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

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

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

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

BABOK Guide v3, page 386

Keeping Up With Consumer Demand: No Room For Error For Global Supply Chains, under Digitization determines supply-demand triumph — or disaster.

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

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

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

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

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

CBAP® Handbook

HAZOP Technique - iiba.org

Failure Mode and Effects Criticality Analysis - iiba.org

Failure Mode and Effects Analysis - iiba.org

Preliminary Risk Analysis - iiba.org

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

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

Security Maturity Models: Levels, Assessment, and Benefits, paragraph 1

Maturity Model | SANS Security Awareness, paragraph 1

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

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

The possible reason why the solutions’ team was unable to accurately assess the merits of each of the proposed solutions is that the requirements and design options were not detailed enough. This means that the requirements and design options did not provide sufficient information, clarity, or specificity for the solutions’ team to understand, evaluate, and compare the different approaches for implementing the feature. The lack of detail may also lead to ambiguity, inconsistency, or incompleteness in the requirements and design options, which can affect the quality and feasibility of the solutions. The BA should ensure that the requirements and design options are detailed enough to meet the needs and expectations of the stakeholders, and to support the decision making and implementation processes. Requirements are not allocated to solution components, too many approaches are dividing the team, or business needs are unclear to the team are not the best options for the possible reason, because they are either irrelevant, inaccurate, or not the root cause of the problem. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 280

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis and Design Definition, section 7.5: Specify and Model Requirements, page 133

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

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 7: Requirements Analysis and Design Definition, page 280

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

CBAP® Handbook

Waterfall Model - iiba.org

Spiral Model - iiba.org

Agile Model - iiba.org

Incremental Model - iiba.org

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

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

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

CBAP 150 Practice Questions Flashcards, Question 1

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

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

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

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

9.1 Analytical Thinking and Problem Solving, paragraph 1

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

6 business analysis techniques to use in your strategic plans, paragraph 2

What is analytical thinking ? – The Functional BA, paragraph 2

Business Analysis Blog | Systems Thinking – An Analyst’s Essential …, paragraph 2

 Requirements prioritization is the process of ranking the requirements in the order of their importance or value to the stakeholders and the solution. Requirements prioritization helps to ensure that the most critical and beneficial requirements are implemented first, and that the project focuses on delivering the maximum value to the stakeholders within the available time and resources. Requirements prioritization also helps to manage the scope, schedule, budget, and quality of the project, as well as to handle changes and risks effectively123. References: 1: Five Requirements Prioritization Methods1 2: What is Requirements Prioritization?2 3: The 6 Most Important Requirements Practices3

 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

An assumption is something that is believed to be true or certain to happen, without proof. Assumptions are often used to fill in the gaps of incomplete or uncertain information, and they can affect the analysis of the current and future states. In this question, the project manager is assuming that her project team members have a certain skill, without verifying it. This is an example of an assumption that should be identified and validated as part of the assessment of capability gaps.

The other options are not assumptions, but rather:

B. A constraint, which is a restriction or limitation that affects the performance or outcomes of a project or solution.

C. A requirement, which is a condition or capability needed by a stakeholder to solve a problem or achieve an objective.

D. A risk, which is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project or solution objectives.

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

The all out approach is a timeboxing or budgeting technique that involves excluding all the requirements for a start and then including the ones that can be implemented within the constrained time or budget. Henry is using this approach by removing the requirements from the allowed list until he meets the budget limit. This is different from the all in approach, which involves including all the requirements necessary for the solution and then removing or postponing the ones that will cause the project to exceed the deadline or budget. The parametric approach is a cost estimation technique that uses statistical relationships between historical data and other variables. The selective approach is a prioritization technique that involves ranking the requirements based on their value and urgency. References:

CBAP Certification Study Guide v3.0, p. 223

BABOK Guide v3, p. 156

A regulator is a stakeholder who may be responsible to dictate that a specific process or technique be followed during the requirements elicitation activities. A regulator is an external stakeholder who has the authority to enforce laws, rules, standards, or policies that affect the project or the solution. A regulator may impose certain requirements or constraints on the project or the solution, such as compliance, security, privacy, or quality. A regulator may also require the use of specific methods, tools, or documentation for eliciting, analyzing, or validating the requirements. The other options are not necessarily responsible for dictating the process or technique for requirements elicitation, although they may have some influence or preference. A project manager is a stakeholder who is responsible for planning, executing, monitoring, and controlling the project activities and resources. A project manager may collaborate with the business analyst to select the appropriate process or technique for requirements elicitation, but does not have the authority to dictate it. A functional management is a stakeholder who is responsible for the day-to-day operations of a specific function or department within the organization, such as finance, marketing, or human resources. A functional management may provide input or feedback on the requirements elicitation process or technique, but does not have the authority to dictate it. A project sponsor is a stakeholder who is responsible for initiating, funding, and supporting the project or the solution. A project sponsor may approve or endorse the requirements elicitation process or technique, but does not have the authority to dictate it. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 175-176.

Engaging Stakeholders in Elicitation and Collaboration, paragraph 4

Top 10 Most Common Requirements Elicitation Techniques, paragraph 2

A Review of Fundamental Tasks in Requirements Elicitation, paragraph 1

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

CBAP® Handbook, page 15, section 4.1.2.3

BABOK® Guide, page 32, section 3.2.3

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

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

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

A plan-driven approach to business analysis follows a sequential and linear process, where each phase must be completed before moving on to the next. This approach requires thorough planning upfront, reducing uncertainties later on. Therefore, communication in a plan-driven approach is likely to be formal, structured, and documented. Formal communication ensures that information is relayed in a clear, consistent, and accurate manner, and that stakeholders are aware of their roles and responsibilities. Formal communication also helps to manage changes, risks, and issues that may arise during the project lifecycle. Formal communication may include written reports, presentations, meetings, emails, and memos. References:

How to create a business analysis communication plan

How to Choose the Right Business Analysis Approach

Plan Business Analysis Approach - iiba.org

Defining the Business Analysis Approach in 2023 | Free Template

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, a plan-driven approach has the most business analysis work at the beginning of the project or during the start of a project phase, as it involves detailed planning, analysis, and documentation of the requirements and the solution. A plan-driven approach also requires formal approval and sign-off of the requirements and the solution before moving to the next phase123. References: 1: How to Choose the Right Business Analysis Approach1 2: Plan driven projects versus change driven2 3: Business Analysis Methodology3

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

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

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

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

The business analysis approach is used by the BA Professional to guide which sources of information and which results are to be compared when confirming the elicitation results. The business analysis approach is a description of the methodology, techniques, tools, and deliverables that will be used to conduct the business analysis work. The business analysis approach can help the BA Professional to determine the best way to compare and validate the elicitation results, and to ensure that they are consistent, complete, and accurate. The business analysis approach can also help the BA Professional to identify and resolve any conflicts, gaps, or issues that may arise from the elicitation results. Information management approach, business analysis plan, or elicitation activity plan are not the best options for guiding which sources of information and which results are to be compared, because they are either too specific, too general, or not directly related to the confirmation of the elicitation results. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 165

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 4: Elicitation and Collaboration, section 4.3: Confirm Elicitation Results, page 81

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

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 4: Elicitation and Collaboration, page 165

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

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

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

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

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

A Pareto chart is a quality control tool that displays the frequency of defects or problems in descending order of importance. It helps to identify the most significant causes of poor quality and prioritize improvement actions. A Pareto chart is based on the Pareto principle, also known as the 80-20 rule, which states that 80% of the effects come from 20% of the causes. By using a Pareto chart, a business analyst can focus on the vital few causes that account for most of the defects or problems, rather than the trivial many that have little impact. References:

BABOK Guide v3, section 10.36 Pareto Chart

IIBA Business Analysis Competency Model, version 4.0, section 5.2.3.1.2 Pareto Chart

The BA should use a sequence diagram to elicit information about the other client applications that will interface with the new system and provide the information graphically. A sequence diagram is a type of interaction diagram that depicts the interactions between objects or components in a time-ordered sequence. A sequence diagram can help the BA and the technical staff to understand the message interaction within the systems for key business transactions, as it shows the chronological order of interactions and the messages exchanged between objects. A sequence diagram can also help the BA to model the behavior of a single use case or scenario, and to identify the dependencies and constraints among the objects. Process, activity, or context diagrams are not the best options for this purpose, because they are either too general, too abstract, or not directly related to the message interaction within the systems. References:

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

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis and Design Definition, section 7.5: Specify and Model Requirements, page 133

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

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

Interaction Diagram Tutorial, Lucidchart, What is an interaction diagram?

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

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

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

Cost-Benefit Analysis Definition

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

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

What Is a Gantt Chart? | Definition & Examples | APM

Activity Duration Estimates: Definition, Importance and Techniques - Indeed, under What are activity duration estimates?

 A joint application design (JAD) is a technique that helps to validate the requirements with key stakeholders by conducting a structured and collaborative workshop that involves the business analyst, the project team, the end users, and the subject matter experts. A JAD can help to review the requirements for a new application that impacts various business processes, to confirm that the requirements are complete, consistent, and accurate, to resolve any conflicts or issues, and to obtain feedback and approval from the stakeholders. A team review is a technique that helps to evaluate the quality and accuracy of the business analysis deliverables by involving the business analyst and other project team members. A team review can help to identify and correct any errors, gaps, or inconsistencies in the deliverables, but it does not involve the key stakeholders who are affected by the new application. A brainstorming is a technique that helps to generate a large number of ideas or solutions in a short time by encouraging the participants to think creatively and freely. A brainstorming can help to explore different possibilities and perspectives, but it does not validate the requirements with key stakeholders. A product backlog prioritization is a technique that helps to rank the requirements or solution options based on their relative importance, urgency, value, or dependency. A product backlog prioritization can help to determine the optimal scope and sequence of the solution delivery, but it does not validate the requirements with key stakeholders. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.27: Joint Application Design, p. 538-539; Section 10.53: Workshops, p. 570-572; Section 10.7: Brainstorming, p. 503-504; Section 10.38: Prioritization, p. 550-552.

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

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

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

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

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

Overview of working with requirements (SysML)

SysML: Establishing Traceability using Matrix and ETL Table

IIBA BABOK Guide, Section 7.6, Traceability and Monitoring

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

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

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

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

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

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

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

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

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

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

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

References:

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

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

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

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

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

Return on investment (ROI) is a measure of the profitability of an investment, calculated as the ratio of the net benefit to the total cost. The net benefit is the difference between the revenue and the cost. The total cost is the sum of the initial and ongoing costs. In this case, the ROI over the first 3 years can be computed as follows:

RevenueInitial costOngoing costTotal costNet benefitROI​=150,000×3=450,000=200,000=30,000×2=60,000=200,000+60,000=260,000=450,000−260,000=190,000=260,000190,000​×100%=73.08%​

Therefore, the projected ROI over the first 3 years is 73.08%, which is closest to option A. 44%. References: CBAP Handbook, CBAP Study Guide, Why should you be a CBAP in 2023

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

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

 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

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

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

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

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

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

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

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

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

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

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

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

References:

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

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

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

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

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

The other options are not the best actions to take first. Escalating the problem to the executive management may be necessary at some point, but it is not the first thing to do, as it may create more conflict and pressure, and undermine the lead BA’s credibility and authority. Setting limits on duration of sign-offs and the number of reviews may be helpful to manage the expectations and deadlines, but it does not address the underlying issue of the requirements quality and agreement. Offering the stakeholders incentives to sign off documents sooner may be counterproductive, as it may encourage hasty or superficial approvals, and compromise the validity and value of the requirements. References: The answer can be verified from the following sources:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 6: Requirements Life Cycle Management, p. 202-203, 207-208, 211-212.

Business Analysis for Practitioners: A Practice Guide, Chapter 4: Requirements Life Cycle Management, p. 97-98, 101-102, 105-106.

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

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

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

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

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

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

 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.

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

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

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

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

References:

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

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

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

 A schedule constraint is a limitation or restriction on the time available to complete a project or a task. A schedule constraint can be imposed by the organization, the customer, the stakeholders, or the environment. A schedule constraint can affect the scope, quality, cost, and risk of the project or the task. In this case, the 60 day implementation is a schedule constraint that limits the duration of the project and the scope of the changes that can be made to the existing web services. References: BABOK Guide v3, page 36; CBAP / CCBA Certified Business Analysis Study Guide, page 74.

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

Critical Path Method - iiba.org

How to Make a Project Plan Presentation for Clients and Stakeholders

Pie Chart - iiba.org

How to Use a Schedule Model in Project Management

Pareto Chart - iiba.org

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

[Scatter Chart - iiba.org]

[CBAP Presentation | PPT - SlideShare]

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

A requirements workshop is a type of elicitation technique that involves carefully selected stakeholders and subject matter experts for a short, intensive period (usually for one to a few days) to define and document the requirements for a solution. A requirements workshop is also known as a joint application development (JAD) session or a facilitated workshop. The benefits of a requirements workshop include increased stakeholder collaboration, consensus building, creativity, and productivity. A requirements workshop is facilitated by a business analyst or a professional facilitator, who guides the participants through a structured agenda and ensures that the objectives of the workshop are met. References:

BABOK Guide, section 4.2.5.1, page 108

CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 173

Certified Business Analysis Professional™ (CBAP®) | Coursera, course 2, week 3, video 3.1

 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.

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

The requirements structure and traceability

The requirements prioritization and approval process

The requirements change control process

The requirements communication and reporting process

The requirements validation and verification process

The requirements configuration management process

The requirements reuse and disposal process

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

Requirements Management Plan - IIBA®

Requirements Management Plan Template

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

Certified Business Analysis Professional Handbook, page 24

BABOK Guide, page 121

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

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

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

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

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

The 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

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

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.

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

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

Impact analysis: Trace requirements helps to evaluate the impact of a potential change or a problem on the requirements and the solution. By tracing the dependencies and links between requirements and other items, the business analyst can quickly and easily assess the scope, cost, time, and risk implications of the change or the problem, and plan the appropriate response actions.

Requirements coverage: Trace requirements helps to ensure that all the requirements are fulfilled by the solution and that all the solution components contribute to the requirements. By tracing the alignment and mapping between requirements and solution components, the business analyst can verify that the solution meets the stakeholder needs and expectations, and that there are no gaps or redundancies in the solution.

Requirements allocation: Trace requirements helps to assign requirements to solution components and to releases. By tracing the distribution and allocation of requirements to different parts of the solution and to different phases of the project, the business analyst can prioritize and schedule the requirements based on their value, risk, dependency, and complexity, and ensure that the solution is delivered incrementally and iteratively. References: 1: Project Quality Management: Processes & Tools | Villanova University5 2: Requirements Traceability - The What, Why and How | Netmind6 3: Requirements traceability – why and how to do it?7 4: Requirements traceability : What, why and how - Modern Analyst8

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

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

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

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

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

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

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

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

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

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

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

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

References:

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

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

Complete Guide to Software Development Requirements, paragraphs 1-2

 Functional 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

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

Work Product Definition & Meaning | Merriam-Webster Legal

Examples of ownership of work product clauses in contracts - Afterpattern

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

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

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

IIBA BABOK Guide, Section 3.2, Plan Stakeholder Engagement

Five-Step Approach to Stakeholder Engagement, BSR

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

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

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

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

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

IIBA BABOK Guide, Section 4.2.3, Non-Functional Requirements

Non-Functional Requirements: Definition, Types, and Examples, ReQtest

Non-Functional Requirements: Scalability, Software Engineering Stack Exchange

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

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

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

 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

 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.

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

Plate (structure), Wikipedia

Top Architectural Plates: A Comprehensive Guide 2023, AMTHY

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

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

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

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

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

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

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

A 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 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 change-driven approach is an agile method that focuses on delivering value to the customer in short iterations and adapting to changing requirements. The change-driven approach favors defining requirements through team interaction, as this allows for more collaboration, feedback, and learning among the stakeholders. The change-driven approach also uses minimal documentation and relies on working software as the primary measure of progress. The change-driven approach is suitable for projects that have high uncertainty, complexity, and volatility. References:

Business Analysis Approach (BA Planning & Monitoring)

Adapting Your Requirements Practices | StickyMinds

Requirements definition and management — English - SFIA

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

References:

CBAP Handbook, page 10, section 3.4.2.3

BABOK Guide, page 100, section 6.1.5.2

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

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

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.3: Confirm Elicitation Results, p. 108-109

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 9: Underlying Competencies, Section 9.3: Collaboration and Teamwork, p. 350-351

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

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

Business Analysis Professional (CBAP) Certification Study Guide, page 131, section 4.2.3 Requirements Prioritization

Prioritizing Requirements - IIBA®

How to Prioritize Requirements: Techniques, Tools, and Examples

 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.

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

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

 The requirement ‘’Ability to view policies created in the legacy system for a period of 6 months’’ is a transition requirement. A transition requirement is a temporary requirement that specifies the capabilities or conditions that the solution must have or meet during the transition from the current state to the future state. Transition requirements are typically related to data conversion, training, migration, or decommissioning. In this case, the requirement is needed to ensure that the policies created in the legacy system are still accessible for a limited time after the system is decommissioned, until the new system is fully operational and stable. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Key Concepts, Section 2.4: Requirements Classification Schema, p. 66-67

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 2: Business Analysis Key Concepts, Section 2.4: Requirements Classification Schema, p. 34-35

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

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

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

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

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 requirements analysis processes are the activities that prioritize, organize, specify, model, verify, and validate the requirements for the solution. They ensure that analysis and implementation efforts focus on the most critical requirements that deliver the most value to the stakeholders and the organization. They also help to resolve any conflicts or inconsistencies among the requirements and the stakeholders. References:

CBAP® Handbook, page 6, section 2.4 Review the Exam Blueprint

BABOK® Guide, page 30, section 3.2 Requirements Analysis and Design Definition

CBAP / CCBA Certified Business Analysis Study Guide, page 111, chapter 5 Requirements Analysis

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

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

References:

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

Textual Requirement Artifacts - Blueprint Online Help - HelpDocs, paragraph 1

How to Model Textual Requirements - Formal Mind GmbH, paragraph 2

 Passive observation is a technique of observing the behavior and activities of stakeholders without asking questions or influencing them in any way. Passive observation can help to capture the actual work processes and environment of the stakeholders, as well as any issues or challenges they face. Passive observation can also reduce the bias or distortion that may arise from direct interaction with the stakeholders. References: BABOK Guide v3, page 97; CBAP / CCBA Certified Business Analysis Study Guide, page 163.

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

Must-have: These are the critical and non-negotiable requirements or tasks that must be completed for the project or product to be successful. Without them, the project or product will fail or become useless. For example, compliance with legal or security standards, or core functionality of the product.

Should-have: These are the important but not essential requirements or tasks that should be completed for the project or product to be satisfactory. They add significant value or benefit, but they are not as time-sensitive or critical as the must-haves. They can be postponed or omitted without compromising the project or product. For example, performance improvements, minor bug fixes, or nice-to-have features.

Could-have: These are the desirable but not necessary requirements or tasks that could be completed for the project or product to be enhanced. They improve the user experience or customer satisfaction, but they have a low impact or benefit. They can be included if time and resources permit, or they can be left out without affecting the project or product. For example, aesthetic changes, extra functionality, or user feedback.

Won’t-have: These are the least important or relevant requirements or tasks that won’t be completed for the project or product at the current time. They have a low or negative impact or benefit, or they are not appropriate or feasible at the moment. They can be excluded, deferred, or reconsidered for future projects or products. For example, out-of-scope requests, low-priority issues, or unrealistic expectations.

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

What is MoSCoW Prioritization? | Overview of the MoSCoW Method

MoSCoW method - Wikipedia

Simplify Requirement Prioritization With the MoSCoW Method - Geekflare

MoSCoW: Framework for Effective Prioritization | craft.io

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

References:

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

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

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

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

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

The business analyst (BA) will create a Data Model to meet Requirement ID FE10001, as it is related to the entity classification, specifically stating “The solution shall use the CrewContactID field as a primary key.” This requirement indicates the need for structuring data and defining how data elements are related, which is typically addressed through a Data Model. 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.

Business Analysis Professional (CBAP) Learning documents or resources available on IIBA’s official website and bookstore.

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

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

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

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

References:

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

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

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

Onion Diagram - Stakeholder Mapping, Blog Post, June 2018

 The defined change strategy is the input that the BA would use as an input into the assessment of risk. The change strategy is the approach that defines how the change will be implemented, managed, and sustained. It includes the scope, objectives, benefits, stakeholders, governance, communication, training, and transition plans of the change initiative. The change strategy provides the context and direction for the business analysis effort, and helps the BA to identify and evaluate the risks that may affect the success of the change. The other options are not the best inputs for the assessment of risk, as they are more relevant for other purposes, such as estimating the value, prioritizing the requirements, or validating the results of the business analysis effort. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

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

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.

 Business architecture is the description of how an organization creates, delivers, and captures value for its stakeholders. It includes the business model, the value proposition, the value streams, the capabilities, and the organizational structure of the organization. By evaluating the business architecture, the BA can help determine the value of the project in relation to the current state and the desired future state of the organization. The BA can also identify the gaps and opportunities for improvement that the project can address. References:

IIBA BABOK Guide v3, Section 2.2.1: Business Architecture

[IIBA Business Analysis Competency Model], Section 3.1.1: Business Architecture Knowledge

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.

 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.

The one interrogative that requirements should answer is what. What defines the characteristics, attributes, and features of the requirement. What describes the desired outcome or result of the requirement. What specifies the functional or non-functional aspects of the requirement. What helps to identify and differentiate the requirement from other requirements. What also helps to verify and validate the requirement by testing whether it meets the acceptance criteria.

The other interrogatives, when, why, and how, are not essential for identifying the requirement, but they may provide additional information or context for the requirement. When defines the timing, frequency, or sequence of the requirement. Why defines the rationale, purpose, or benefit of the requirement. How defines the method, process, or technique of implementing the requirement. References:

BABOK® Guide, p. 36, 38, 40

CBAP / CCBA Certified Business Analysis Study Guide, p. 154, 156

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

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”

Prioritizing requirements is a process that helps business analysts and stakeholders to rank the requirements according to their importance, value, urgency, and dependency. Prioritizing requirements helps to ensure that the most critical requirements are addressed first, and that the available resources are allocated effectively. Prioritizing requirements also helps to manage the scope, schedule, and budget of the project, and to deal with changes and uncertainties. Prioritizing requirements is not only about determining the cost or the schedule of each requirement, but also about understanding the impact and the benefit of each requirement on the business need and the solution. Prioritizing requirements is not only about identifying the risks associated with each requirement, but also about mitigating or avoiding those risks by choosing the best solution option. References:

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 402, section 10.31.3.11

Why Prioritise Requirements – How to do it and Why it is Critical to Project Success – BusinessAnalystMentor.com, paragraph 1

Why You Should Prioritize Requirements - ArgonDigital, paragraph 1

What Is Requirements Prioritization? Definition & Examples - airfocus, paragraph 1

Business analysts : How to prioritize requirements - Adaptive US, paragraph 1

 A dependency is a relationship or a condition that affects the completion or the quality of a task or an activity. A dependency can be internal or external, mandatory or discretionary, or positive or negative. In this case, the inspector’s signoff on the initial deliverables is a dependency because it is a condition that must be met before the task can be completed. The inspector’s signoff is an external and mandatory dependency, as it involves an outside party and it is required by the project scope or contract. A dependency is not the same as an assumption (A), which is a factor that is considered to be true without proof, a milestone ©, which is a significant point or event in the project, or a constraint (D), which is a factor that limits the options or performance of the project. References:

What is a Dependency in Project Management? - Wrike, paragraph 1

Project Dependencies: Types, Examples, and Tips for Project Managers, paragraph 1

CBAP Certification Study Guide v3.0, Chapter 4: Requirements Life Cycle Management, Section 4.3: Trace Requirements, page 4-10

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 402, section 10.31.3.1

The lead BA is trying to improve the business analysis practices by finding out the root causes of the problems and inefficiencies in the current state. By measuring the time spent on planned and unplanned activities, the lead BA can identify the typical missing or wasteful activities that are affecting the quality and timeliness of the deliverables. For example, the lead BA may discover that the BAs are spending too much time on rework, clarifications, or scope changes due to poor elicitation, validation, or prioritization techniques. The lead BA can then propose solutions to address these issues and enhance the business analysis performance and value. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 57

Senior Business Analysis Certification CBAP® | IIBA®, Business Analysis Planning and Monitoring, page 5

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

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

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

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

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

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

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

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

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

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

IIBA BABOK Guide, Section 9.4, Evaluate Solution Options

How to Estimate the Value of a Business Analysis Solution, Bridging the Gap

Business Analysis Techniques: Estimating Value, Business Analyst Learnings

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

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

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

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

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

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

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

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