CBAP Certified Business Analysis Professional Question and Answers

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

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

 Issue tracking is a technique to capture and assign responsibility for issues and stakeholder concerns that pose an impact to the solution. It helps to monitor the status and resolution of issues throughout the project lifecycle. Problem tracking is not a valid term in the BABOK® Guide. RTM stands for Requirements Traceability Matrix, which is a technique to track the relationships among requirements and other project artifacts. Baselining is a technique to establish an approved version of a requirements package or other deliverable as a basis for future development or change control. References: CCBA® and CBAP® Certifications Study Guide, CBAP® Handbook, [BABOK® Guide]

https://www.iiba.org/globalassets/standards-and-resources/babok/babok-guide-v3.pdf

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

• [CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition], Chapter 6: Enterprise Analysis, page 217-218.
• Business Analysis: Key Definitions & Strategy Analysis, paragraph 3
• Business Analysis: Process Modeling, paragraph 1
• Process Configuration - an overview | ScienceDirect Topics, paragraph 1
• Process Configuration - Project Management Knowledge, paragraph 1

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

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

• BABOK® Guide, p. 29, 32, 66
• CBAP / CCBA Certified Business Analysis Study Guide, p. 45, 48, 133
• Certified Business Analysis Professionalâ„¢ (CBAP®) | Coursera, Course 1, Week 2, Video: “Business Analysis Planning and Monitoring”

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

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

 A change-driven approach to business analysis is one that adapts to the changing needs and priorities of the stakeholders and the business environment. It focuses on delivering business value in short iterations, rather than following a fixed and detailed plan. A change-driven approach is often associated with agile methodologies, such as Scrum, Kanban, or XP, which emphasize collaboration, feedback, and continuous improvement. A change-driven approach can help business analysts respond to uncertainty, complexity, and ambiguity, and deliver solutions that meet the customer’s expectations and satisfaction. References:

• Defining Business Analysis, section 1.3.2, page 7
• How to Choose the Right Business Analysis Approach, paragraph 4
• Business Analysis Approach, paragraph 2
• The Agile Business Analysis Approach Means…, paragraph 1
• Defining the Business Analysis Approach in 2023, paragraph 2

 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 top-down estimate is an estimate based on past projects to predict the current cost and/or duration of the current project. It is also called an analogous estimate, as it involves using data from previous, similar projects to estimate activity durations1. Top-down estimates are usually done at the early stages of a project, when there is notenough detail or information available to perform more accurate estimates. They are useful for providing a rough order of magnitude (ROM) or a ballpark figure for the project scope, cost and schedule. Top-down estimates are typically faster and cheaper to produce than bottom-up estimates, but they are also less accurate andreliable23. References: 2: Project Cost Estimation: How to Estimate Project Cost - ProjectManager2 3: 11 Cost Estimating Methods (With Formulas and Examples) | Indeed.com3 1: Understanding the Analogous Estimating Technique | Runn1

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

 A 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

SWOT analysis is a technique for assessing the internal and external factors that may affect the feasibility, acceptability, and suitability of a proposed solution or solution approach. It evaluates the strengths and weaknesses of the solution or solution approach, as well as the opportunities and threats in the business environment. SWOT analysis helps to identify the key issues and risks that need to be addressed or mitigated, as well as the potential benefits and advantages that can be leveraged or enhanced. References:

• A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, Chapter 10: Techniques, Section 10.50: SWOT Analysis
• SWOT Analysis: How To With Table and Example - Investopedia
• SWOT - Definition, Examples, Process, Uses - Corporate Finance Institute

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

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

• BABOK Guide, Chapter 5: Strategy Analysis, Section 5.1: Define the Business Need, p. 100-101
• CBAP Certification Study Guide v3.0, Chapter 5: Strategy Analysis, Section 5.1: Define the Business Need, p. 5-3 to 5-4

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Enterprise Analysis, page 215-216.
• Business Capability Analysis: How to analyze capabilities, paragraph 3
• ProjectManagement.com - Variance Analysis, paragraph 1
• Which of the following techniques involves determining and documenting …, paragraph 1

 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]

Problem tracking is not a technique for conducting elicitation, but rather a technique for managing requirements. Problem tracking is used to identify, document, and resolve issues that arise during the business analysis process. Problem tracking helps to ensure the quality and validity of the requirements and the solutions. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, p. 177
• BABOK® Guide, Section 4.2: Conduct Elicitation, p. 106-107
• BABOK® Guide, Section 4.6: Manage Requirements, p. 121-122

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

The 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

Quality is the degree to which a set of inherent characteristics fulfills requirements, according to the BABOK® Guide (p. 7). Quality is also defined as the extent to which a product or service meets the customer’s expectations and needs. Quality can be measured by various criteria, such as functionality, reliability, usability, efficiency, maintainability, and portability. Regulation, project phase, and scope are not related to the definition of quality. References:

• BABOK® Guide, p. 7
• CBAP / CCBA Certified Business Analysis Study Guide, p. 14
• Certified Business Analysis Professionalâ„¢ (CBAP®) | Coursera, Course 1, Week 1, Video: “Introduction to Business Analysis”

 Enterprise architecture is not an input for the conduct stakeholder analysis task. Enterprise architecture is a description of the structure, behavior, and governance of an organization and its information systems. Enterprise architecture may be an output of the business analysis process, but it is not an input for identifying and analyzing the stakeholders. The inputs for the conduct stakeholder analysis task are enterprise environmental factors, organizational process assets, and business need. Enterprise environmental factors are the internal and external factors that may influence the business analysis activities, such as the organizational culture, structure, policies, processes, and systems. Organizational process assets are the existing resources, standards, and guidelines that can be used to perform the business analysis activities, such as templates, tools, methodologies, and best practices. Business need is the problem or opportunity that the organization is facing and that requires a solution. References:

• BABOK® Guide, p. 29, 104
• CBAP / CCBA Certified Business Analysis Study Guide, p. 45, 49
• Certified Business Analysis Professionalâ„¢ (CBAP®) | Coursera, Course 1, Week 3, Video: “Stakeholder Analysis”

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

• IIBA®, 10.9 Business Rules Analysis
• Business Rules Analysis — Business Analyst Learnings
• Using Business Rules Analysis to Model and Analyze BI Requirements
• Business rules analysis – The Functional BA

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 Professionalâ„¢ (CBAP®) | Coursera, course 2, week 3, video 3.1

The conduct elicitation activity is a technique to understand stakeholder needs and identify potential solutions that may meet those needs. It involves guiding stakeholders and collaborating with them through the elicitation activity, doing research or running experiments, and capturing elicitation outcomes1. The captured outcomes should be recorded in a format that is clear, consistent, and accessible for future reference and analysis. Text messages sent via a secured mobile phone are not an acceptable element for requirements documentation, as they are not easily retrievable, traceable, or verifiable. Written documents, visual or audio recordings, and whiteboards are acceptable elements for requirements documentation, as long as they are properly stored, labeled, and managed2. References: Conduct Elicitation - iiba.org, Conducting elicitation activity – The Functional BA

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.

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

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

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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 9: Solution Assessment and Validation, page 329-330.
• How to write a software requirement document (with template), paragraph 6
• These testing methods should be mandatory for any software, paragraph 1
• Software Testing Plan - Tutorialspoint, paragraph 1

 A 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 parametric estimate is an estimate that uses a mathematical formula or model to calculate the time, cost, or resources required for a project or activity based on historical data and known variables. In this scenario, the 25 workstations per hour represents a parametric estimate of the productivity of the project team, which can be used to determine the total duration and cost of the installation. A parametric estimate is usually more accurate and reliable than other estimation techniques, such as expert judgment or analogy, as it is based on objective and quantifiable data. References:

• CBAP Certification Study Guide v3.0, page 33
• BABOK Guide v3, page 16
• Certified Business Analysis Professionalâ„¢ (CBAP®) | Coursera, Course 3, Week 3, Video: “Project Management Concepts”

 The project manager is the stakeholder who is responsible for assessing the solution scope to determine the project scope. The solution scope defines the features and functions of the product or service that will meet the business needs and requirements. The project scope defines the work that needs to be done to deliver the solution. The project manager is the person who plans, executes, monitors, and controls the project activities, and ensures that the project scope is aligned with the solution scope, the project objectives, and the stakeholder expectations. References: BABOK Guide v3, page 36; CBAP / CCBA Certified Business Analysis Study Guide, page 74.

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 Professionalâ„¢ (CBAP®) | Coursera, Course 2, Week 4, Video: “Assess Proposed Solution”

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

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

Surveys are a type of requirements elicitation technique that involves sending a set of questions or statements to a large group of stakeholders and collecting their responses. Surveys can be conducted using various modes, such as online, email, phone, or paper. Surveys are useful for capturing the feelings and thoughts of a large and diverse population of stakeholders, identifying the common needs and wants of the majority, and analyzing the trends and patterns of the responses. Surveys can also help to gather quantitative and qualitative data, measure the level of satisfaction or dissatisfaction, and obtain feedback on the existing or proposed solution. Surveys are different from interviews, which are a type of requirements elicitation technique that involves asking questions and documenting the responses from a single person or a small group of people. Interviews are useful for exploring the in-depth and detailed information from the key stakeholders, probing deeper into their needs and expectations, and clarifying any ambiguities or inconsistencies. Interviews can also help to establish rapport and trust with the stakeholders, observe their non-verbal cues, and tailor the questions according to the context and situation. Surveys are also different from trend analysis, which is a type of requirements elicitation technique that involves examining the historical or current data and information to identify the changes and developments over time. Trend analysis can help to understand the past and present performance and behavior of the system or the process, predict the future outcomes and scenarios, and anticipate the opportunities and threats. Trend analysis can also help to validate and verify the requirements, evaluate the feasibility and viability of the solution, and support the decision making and planning. Surveys are not focus groups, which are a type of requirements elicitation technique that involves inviting a group of stakeholders to a moderated discussion on a specific topic or issue. Focus groups can help to generate a large number of ideas and opinions, find solutions for a specific problem, and stimulate the interaction and debate among the participants. Focus groups can also help to gain insights and perspectives from different stakeholders, identify the areas of agreement or disagreement, and foster a sense of involvement and ownership. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 180-181.
• Top 10 Most Common Requirements Elicitation Techniques, paragraph 9
• Software Engineering | Requirements Elicitation - GeeksforGeeks, paragraph 6
• Elicitation Technique Guide | Info-Tech Research Group, paragraph 1
• Requirements Elicitation Technique (RET) : 10+ Effective RET - Skillcubator, paragraph 4

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

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

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

• B. Implementation approach, which describes how the solution will be delivered, such as the methodology, the phases, the roles and responsibilities, and the quality measures.
• C. Solution scope definition, which describes what the solution is, what it does, and what it does not do, in terms of the features, functions, and characteristics that address the business need.
• D. Dependencies, which describe the relationships and interactions between the solution and other internal or external factors, such as other projects, systems, processes, or stakeholders.

References:

• CBAP® Handbook, page 15, section 4.1.2.3
• BABOK® Guide, page 32, section 3.2.3
• Solution Scope – An Insight
• How To Write a Project Scope in 5 Steps (With Example)

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

• CBAP® Handbook, page 6, section 4. Review the Exam Blueprint, under Business Analysis Planning and Monitoring, task 5.2: Plan Business Analysis Process Improvements.
• CBAP / CCBA Certified Business Analysis Study Guide, page 144, section 5.2.2: Plan Business Analysis Process Improvements, under Automation.

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

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

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

• How to Write a Business Case (Template Included) - ProjectManager
• How to Write a Business Case | Smartsheet
• Business Case Examples, explained in simple language - Chase Consulting
• Feasibility Study: Definition, Methods, and Examples
• Project Assumptions and Constraints: Examples and Differences
• [Business Need - IIBA®]
• [Solution Options - IIBA®]
• [Stakeholder Analysis: Overview, Tools and Techniques - KnowledgeHut]
• [Stakeholder Concerns - IIBA®]

 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.

 Customer-facing activities are those that directly involve or affect the customers, such as sales, service, support, or marketing. These activities should be consistent across the organization, as consistency is a key factor for customer satisfaction and loyalty12. Customers expect to have the same level of service and quality every time they interact with a business, regardless of the channel, location, or employee. If some employees perform customer-facing activities in a different format than the others, it can create confusion, frustration, or distrust among the customers, and potentially damage the business reputation and revenue34. Therefore, this is a problem that can be addressed as part of an improvement opportunity. Jane, as a business analyst, can use passive observation to identify the variations in the customer-facing activities, and then analyze the root causes, impacts, and possible solutions. She can also use other techniques, such as interviews, surveys, or focus groups, to gather feedback from the customers and the employees, and understand their needs and expectations. She can then propose recommendations tostandardize the customer-facing activities, and ensure that they align with the business goals, values, and policies5. References:

• The three Cs of customer satisfaction: Consistency, consistency, consistency | McKinsey
• How to create consistency in customer service | Zapier
• How To Improve Customer Focus Using 8 Key Strategies
• Consistent Communication: A Must-Have For Your Customer Service Team - Forbes
• Important Client-Facing Skills: Definition and Examples

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

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

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

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

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

References:

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

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

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 402, section 10.31.2.11
• [CBAP Certification Study Guide v3.0], Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Organize Requirements, page 2502
• Project Management: Different Types of Requirement - Visual Paradigm, paragraph 4

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

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

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

Solution components are the parts of the physical architecture that implement the solution requirements. They include business processes, business policies, business rules, software applications, hardware devices, data structures, and other elements that constitute the solution. Solution components are identified and defined during the design process, and they are allocated to the requirements during the allocate requirements process. The purpose of allocating requirements to solution components is to ensure that each requirement is fulfilled by one or more solution components, and that each solution component contributes to one or more requirements123.

Assessment of proposed solution is not a solution component, but a technique that evaluates the feasibility, desirability, and suitability of a solution option. Assessment of proposed solution is used during the enterprise analysis process, which involves defining thebusiness need, assessing the capability gaps, determining the solution approach, defining the solution scope, and defining the business case. The purpose of assessing the proposed solution is to compare the expected benefits and costs of the solution option, and to identify the risks, assumptions, and dependencies that may affect the solution delivery456. References: 1: BABOK® Guide v3, section 7.2 Allocate Requirements, page 254 2: CBAP / CCBA Certified Business Analysis Study Guide, chapter 7, page 243 3: Allocation and Traceability7 4: BABOK® Guide v3, section 3.4.5.1 Assessment of Proposed Solution, page 75 5: CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 122 6: Business Analysis Techniques: Assessing the Proposed Solution, page 27

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

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

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

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

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

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

• Business Analysis Plan - IIBA®
• Business Analysis Planning and Monitoring - IIBA®
• Business Analysis Execution and Monitoring - IIBA®
• [Project Management Plan - PMI]
• [Implementation Plan - PMI]
• [Requirements Management Plan - IIBA®]

 A vision statement is a document that defines the business needs, identifies key stakeholders, and describes the positive impact the solution will provide on the key stakeholders. A vision statement is a high-level summary of the purpose, scope, and objectives of the project or initiative. It helps to align the stakeholders’ expectations, communicate the value proposition, and guide the decision making throughout the project lifecycle. A vision statement is one of the key inputs for the enterprise analysis process, which involves defining the business need, assessing the capability gaps, determining the solution approach, defining the solution scope, and defining the business case1234. References: 1: BABOK® Guide v3, section 3.4.1 Define Business Need, page 69 2: CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 106 3: Business Analysis Techniques: Developing the Vision, pages 23-24 4: How to Write a Vision Statement for Your Business5

 Influence and attitude are two factors that the business analyst must consider when conducting stakeholder analysis. Influence is the stakeholder’s ability to affect the project or the solution, either positively or negatively. Attitude is the stakeholder’s level of support or resistance to the change, either enthusiastic or reluctant. By assessing these two factors, the business analyst can determine the stakeholder’s impact and interest in the project, and plan the appropriate engagement and communication strategies for each stakeholder group. References:

• CBAP® Handbook, page 15, section 4.1.2.3
• BABOK® Guide, page 32, section 3.2.3
• How To Create a Stakeholder Analysis (With Example)
• How to Conduct a Thorough Stakeholder Analysis - CloudApp Blog … - Zight

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

• Cost-Benefit Analysis: A Quick Guide with Examples and Templates
• Cost-Benefit Analysis: What It Is & How to Do It

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

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

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

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

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

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

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

 Risk governance is the process of establishing organizational checks and balances with a proper segregation of front, back, and middle office functions for effective risk management. Risk governance is the set of roles, responsibilities, policies, procedures, and standards that define how risk management is performed and overseen within an organization. Risk governance helps to ensure that risk management is aligned with the organizational strategy, objectives, and values, and that risk management activities are coordinated, consistent, and transparent across the organization. Risk governance also helps to promote a risk-aware culture and to foster accountability and ownership of risk management among the stakeholders12. A risk response plan is a document that describes the strategies and actions to address the identified and prioritized risks. A risk response plan is the output of the risk analysis process, which evaluates the risks and determines the appropriate responses to them. A risk response plan helps to implement the risk governance policies and procedures, and to execute the risk management plan13. A risk analysis is a process that evaluates the identified and prioritized risks, and determines the appropriate responses to them. A risk analysis is a sub-process of the risk management process, which encompasses risk identification, risk estimation, risk analysis, and risk monitoring and control. A risk analysis helps to develop strategies and actions to avoid, reduce, transfer, or accept the risks, and to allocate resources and contingency reserves for risk management14. A risk management plan is a document that describes how risk management will be performed and controlled throughout the project or the solution lifecycle. A risk management plan is the output of the scope and plan initiation process, which defines the scope, objectives, approach, and deliverables of the risk management process. A risk management plan helps to implement the risk governance policies and procedures, and to guide the risk management activities and decisions15. References:

• CBAP® Handbook
• Risk Governance - iiba.org
• Risk Response Plan - iiba.org
• Risk Analysis - iiba.org
• Risk Management Plan - iiba.org

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

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

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

• Pareto chart - Wikipedia
• What Are the 7 Basic Quality Tools? | Lucidchart Blog, under 7 quality tools
• What is a Pareto Chart? Analysis & Diagram | ASQ

 The medium is the portion of the communications model that could be defined as the translator. The medium is the channel or the tool that is used to transmit the message from the sender to the receiver. The medium can be verbal, written, visual, or a combination of these. The medium can also be electronic, such as email, phone, or video conference, or physical, such as paper, board, or face-to-face meeting. The medium acts as a translator by converting the message into a form that can be understood by the receiver. The medium also influences the effectiveness and efficiency of the communication, as different mediums have different advantages and disadvantages, such as speed, cost, feedback, and noise. References: IIBA BABOK Guide v3, section 2.2.2.3, page 25; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 236; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 251.

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

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?

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

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

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

• Business Process Modeling: Definition, Benefits, and Examples - Kissflow, paragraph 1
• Business process modeling - Wikipedia, paragraph 1
• The business process model is also known as - VCEguide.com, answer B

An Ishikawa diagram, also known as a fishbone diagram or a cause-and-effect diagram, is a graphical tool that shows the causes of a certain event. It is one of the seven basic tools of quality control and it is widely used in product design and quality defect prevention. A common use of this diagram is to identify potential factors causing an overall effect, such as a problem or a goal. It helps identify causal factors and contributing causes by organizing them into categories, such as people, processes, equipment, materials, environment, etc. The diagram can be created by brainstorming the causes and grouping them into major categories. The diagram can then be analyzed to find the root causes and the most significant causes of the effect. References:

• Ishikawa diagram - Wikipedia, paragraph 1
• Cause and Effect Diagram (aka Ishikawa, Fishbone) - Six Sigma Study Guide, paragraph 1
• Quality tool: Cause and effect diagram | CQI | IRCA, paragraph 1

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

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

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

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

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

A work breakdown structure (WBS) is a visual decomposition of the program scope and the resources needed in order to create the things defined within the program scope. A WBS is a hierarchical representation of the deliverables, activities, and tasks that are required to complete the program. A WBS defines the scope, schedule, cost, and quality of the program, and helps to allocate the resources and assign the responsibilities for the program. A WBS also helps to identify the dependencies, risks, and issues of the program, and to monitor and control the program performance12. A resource breakdown structure (RBS) is a visual decomposition of the resources that are needed to complete the program. An RBS is a hierarchical representation of the human and non-human resources that are required to perform the activities and tasks of the program. An RBS defines the types, categories, and quantities of the resources, and helps to estimate, acquire, and manage the resources for the program. An RBS also helps to identify the availability, utilization, and allocation of the resources, and to optimize the resource efficiency and effectiveness13. A product breakdown structure (PBS) is a visual decomposition of the products that are delivered by the program. A PBS is a hierarchical representation of the components and features that make up the products of the program. A PBS defines the scope, quality, and functionality of the products, and helps to design, develop, and test the products for the program. A PBS also helps to identify the requirements, specifications, and standards of the products, and to verify and validate the products14. A budgeted cost of work scheduled (BCWS) is a measure of the planned value of the program. A BCWS is the sum of the budgets for all the work packages and activities that are scheduled to be completed by a given date. A BCWS defines the expected cost of the program, and helps to compare the actual cost and the earned value of the program. A BCWS also helps to identify the cost variance and the cost performance index of the program, and to forecast the cost at completion and the estimate at completion1 . References:

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

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

• CBAP® Handbook
• Millstone - iiba.org
• Achievement - iiba.org
• Project Success - iiba.org
• [Phase - iiba.org]
• [Template - iiba.org]

The relationship between F1 and F2 is that they are mutually exclusive and dependent features. This means that the customer can only choose one of them, and the choice depends on their charging needs. If the customer wants to have their mobile device fully charged, they will select F1. If the customer only wants to have their mobile device partially charged, they will select F2 and specify the amount of charge they need. The customer cannot select both F1 and F2 at the same time, nor can they select neither of them. Therefore, F1 and F2 depend on each other and on the customer’s preference. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide
• Requirements Relationships - Business Analyst Learnings, under Mutually Exclusive Relationship

A phase gate review is a process that must be performed at the end of each project phase to determine the completeness of the project work and to gain the customer’s acceptance to move the project forward. A phase gate review is also known as a stage gate review, a milestone review, or a toll gate review. The purpose of a phase gate review is to evaluate the project’s performance, risks, issues, deliverables, and alignment with the business objectives and requirements. A phase gate review also provides an opportunity to decide whether to continue, modify, or terminate the project based on the current status and expected outcomes. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• CERTIFIED BUSINESS ANALYSIS PROFESSIONAL, page 6
• Business Analysis Professional Resources | IIBA®, under Standards, Regulations, and Best Practices

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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 122
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.5: Prioritize Requirements, page 62
• Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 3: Requirements Life Cycle Management, page 122

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

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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, pages 3-4, 47, 343
• Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide, Business Analysis Standard, and Standards, Regulations, and Best Practices
• The Differences Between Feasibility Studies and Business Cases

 A proven and tailored analysis approach is suitable for this project because it allows the business analyst to adapt to the specific needs and context of the project, while leveraging the best practices and standards of the profession. A proven and tailored analysis approach can also accommodate the different cultures, languages, regulations, and time zones of the countries involved in the project. A proven and tailored analysis approach is based on the following principles1:

• Business analysis is performed in alignment with the organization’s strategy and objectives
• Business analysis is driven by stakeholder needs and values
• Business analysis is collaborative and iterative
• Business analysis is adaptive and responsive to change
• Business analysis is supported by effective communication and documentation
• Business analysis is guided by ethical and professional conduct

References:

• 1: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 1: Introduction to Business Analysis, page 82
• 2: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition

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

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.5.3, p. 123
• Planned vs. Actual Progress Explained - SmartPM

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

 A 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.

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

• CBAP Handbook, page 6, section 2.4.4
• [BABOK Guide], page 417, section 10.3.2.3

 A 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 BA presented an opportunity to increase efficiencies by simplifying the process of shipping to new countries and reducing the dependency on IT. By eliminating the need to maintain different variations of ship-to-country and location-to-route for various freight carriers, the BA enabled the business to save time and resources, and avoid potential errors or delays. This is an example of how a BA can add value to the business by identifying and proposing solutions that improve the current state and address the root causes of the problems. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 50
• Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Chapter 6: Solution Evaluation, section 6.5.2: Assess Enterprise Limitations, page 176
• Certified Business Analysis Professionalâ„¢ (CBAP®) | Coursera, Course 4: Business Analysis Planning and Monitoring, Week 2: Plan Business Analysis Approach, video: “Solution Evaluation”

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Solution Evaluation, Section 7.2: Analyze Performance Measures, p. 311-312
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 7: Solution Evaluation, Section 7.2: Analyze Performance Measures, p. 269-270
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.3: Assess Enterprise Limitations, p. 277-278

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model and Validate Requirements, p. 261-262
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 157-158

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

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

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

• IIBA BABOK Guide, Section 10.23, Decision Analysis
• Opportunity Cost: Definition, Real-World Examples, How to Calculate, The Balance
• What is Opportunity Cost and How to Calculate It, Investopedia

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

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

 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 BA needs to compare the value and costs of different design options, such as a customized version of the existing software or a fully made to order solution. The potential value is the benefit that the solution will provide to the bank, such as improved efficiency, accuracy, and security. The design options are the alternative ways of meeting the needs and requirements of the bank, such as modifying the existing software or developing a new one. The BA needs to evaluate the trade-offs between the value and costs of each option and recommend the most feasible and desirable one. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 217
• Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Section 6.4: Define Design Options, pages 142-144
• Certified Business Analysis Professionalâ„¢ (CBAP®) | Coursera, Course 3: Strategy Analysis, Week 3: Define Design Options

 This question is based on a case study that compares two scenarios for Company C, a software development firm. In Scenario 1, Company C uses a traditional waterfall approach to develop a software product for a client. In Scenario 2, Company C uses an agile approach to develop the same product. The question asks for the increased cost in Scenario 2, which is the difference between the total cost of Scenario 2 and the total cost of Scenario 1. According to the case study, the total cost of Scenario 1 is $1,236,210 and the total cost of Scenario 2 is $1,444,000. Therefore, the increased cost in Scenario 2 is $1,444,000 - $1,236,210 = $207,790. References: The case study is available in the CBAP® Exam Sample Questions and Exam Blueprint document1. The answer is also verified by the CBAP® Exam Answer Key document2. Both documents are accessible from the IIBA® website3.

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

• IIBA BABOK Guide, Section 10.23, Decision Analysis
• Decision Analysis for the Professional, SmartOrg
• Decision Analysis: Making Justifiable, Defensible Decisions, MindTools

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

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

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

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

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

 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 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

 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

 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

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 Professionalâ„¢ (CBAP®) | Coursera, Course 3: Requirements Analysis and Design Definition, Week 2: Analyze Current State, video: “Identify Constraints”

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

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

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.5: Verify Requirements, p. 166-167
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.5: Verify Requirements, p. 271-272

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

• IIBA BABOK Guide, Section 10.24, Stakeholder Engagement
• Stakeholder Engagement: A Key Technique for Business Analysts, BA Times
• Stakeholder Engagement in Business Analysis, Business Analyst Learnings

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

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

• future state will
• be defined at a level of detail that:
• • allows for competing strategies to achieve the future state to be identified
• and assessed,
• • provides a clear definition of the outcomes that will satisfy the business
• needs,
• • details the scope of the solution space,
• • allows for value associated with the future state to be assessed, and
• • enables consensus to be achieved among key stakeholders.
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 5: Strategy Analysis, p. 176-177; Chapter 10: Root Cause Analysis, p. 356-359.
• Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 122-123, 129-130.

The 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 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 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.

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

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

• Process Improvement Steps - Process Improvement Guide - Planview, Web Article, January 2023
• 7 Types of Process Improvement Methodologies [2023] • Asana, Web Article, January 2023
• Certified Business Analysis Professionalâ„¢ (CBAP®) Specialization, Online Course, December 2023

A capability-centric view is a type of view that analyzes the current state of an organization based on its capabilities, which are the abilities and skills that enable the organization to achieve its goals and objectives. A capability-centric view helps to identify the strengths and weaknesses of the organization, as well as the opportunities and threats in the external environment. By proposing a change that leverages the existing capabilities of the organization, such as manufacturing vending machines, and adapts them to a new market segment, such as mobile device users, the BA used a capability-centric view to analyze the current manufacturer’s state.

The other options are not correct because they do not match the type of view that the BA used. A data-centric view is a type of view that analyzes the current state of an organization based on its data, which are the facts and information that support the organization’s operations and decision-making. A data-centric view helps to identify the sources, quality, and usage of data, as well as the data requirements and gaps. A process-centric view is a type of view that analyzes the current state of an organization based on its processes, which are the activities and tasks that transform inputs into outputs. A process-centric view helps to identify the inputs, outputs, resources, and performance of processes, as well as the process improvements and optimizations. A people-centric view is a type of view that analyzes the current state of an organization based on its people, which are the stakeholders who are involved in or affected by the organization’s activities and outcomes. A people-centric view helps to identify the roles, responsibilities, relationships, and needs of the people, as well as the people management and engagement strategies.

References:

• [BABOK Guide v3], Section 6.1: Analyze Current State, p. 158-159
• Certified Business Analysis Professionalâ„¢ (CBAP®) Specialization, Course 3: Business Analysis: Strategy Analysis, Week 1: Strategy Analysis, Video: Current State Analysis
• What is Strategic Analysis? 8 Best Strategic Analysis Tools + Examples, Blog Post, July 2023

Business Analysis Governance is the set of processes, rules, and decision-making rights that define how business analysis work is performed and how business analysis deliverables are approved and managed. It also defines the roles and responsibilities of the business analysis stakeholders and how they collaborate and communicate. In a predictive approach, change requests are usually subject to formal approval and impact analysis, which can be time-consuming and burdensome for the project manager. The business analyst could propose to revisit the Business Analysis Governance approach and suggest ways to streamline or simplify the change management process, such as delegating some approval authority, prioritizing or grouping change requests, or adopting a more adaptive approach that allows for more flexibility and feedback. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 59-60; BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Governance, p. 40-41.

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

References:

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

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

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

• Ability to integrate online maps and GPS technology with the mobile application in real time to display location of service providers in the subscriber’s vicinity that participate in the subscriber’s plan network.
• Ability for the subscriber to lookup the service providers by specifying either a postal code or a search area radius in miles.
• Ability for the subscriber to initiate the download of fee information for one or more service providers in a single request.

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

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

 The 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

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 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 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 Professionalâ„¢ (CBAP®) | Coursera, Course 3: Business Analysis: Requirements Analysis and Design Definition, Week 3: Requirements Analysis Techniques, Video: Brainstorming

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

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

• Benchmarking and market analysis are techniques that involve comparing the performance and practices of an organization with those of its competitors or similar entities in order to identify areas for improvement or opportunities for growth1234
• The BA used benchmarking and market analysis to understand why the promotions were not being viewed by looking into other similar companies and how they targeted their promotions to their customers’ industries. The BA also surveyed the pilot customers to get their feedback and preferences on the site and the promotions.
• Use cases and scenarios are techniques that involve defining the functional requirements of a system or software by describing how a user interacts with it to achieve specific goals and how the system responds to those interactions5678
• The BA did not use use cases and scenarios to understand why the promotions were not being viewed because this technique is not suitable for analyzing the behavior and preferences of the customers or the effectiveness of the promotions.
• Observation is a technique that involves watching and listening to the activities and interactions of people or systems in order to gather information and insights910111213
• The BA did not use observation to understand why the promotions were not being viewed because this technique would require direct access to the customers and their usage of the site, which may not be feasible or ethical.
• Data mining is a technique that involves analyzing large data sets to discover patterns and trends that can provide useful information or insights141516
• The BA did use data mining to understand why the claims were not being reduced by examining the documentation of the claims and finding the common factors that caused them. However, this technique was not used to understand why the promotions were not being viewed, which was the main question.

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

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

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

Interface analysis is a technique that identifies and specifies the information that is exchanged between systems or system components. It defines the communications protocol, data format, and timing of the information exchange. Interface analysis is useful for designing and documenting the interactions between the PS and other systems. It can also help to identify potential issues or risks related to the integration of the systems.

Vertical prototyping is a technique that creates a working model of one or more aspects of a solution, such as the user interface, functionality, or performance. It is used to validate the requirements and design of the solution, and to obtain feedback from stakeholders. It is not directly related to defining the communications protocol between the systems.

Concept modelling is a technique that defines the terms and concepts relevant to a domain or a problem. It establishes a common vocabulary and understanding of the domain among the stakeholders. It is not focused on the technical details of the system interactions.

System analysis is a broad term that refers to the process of studying and understanding the current or desired state of a system. It involves identifying the system components, functions, inputs, outputs, and relationships. It is not a specific technique for defining the communications protocol between the systems. References:

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 10: Techniques, pp. 402-403, 414-415, 420-421, 424-425.
• [Business Analysis for Practitioners: A Practice Guide], Chapter 5: Requirements Analysis and Design Definition, pp. 123-124, 133-134, 140-141, 144-145.

 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

 Governance is the approach that contains a suitable set of attributes for specifying requirements. Governance refers to the set of policies, processes, standards, roles, and responsibilities that guide, monitor, and control the conduct of business analysis activities. Governance helps to ensure that the requirements are aligned with the business objectives, stakeholder needs, and quality criteria. Governance also helps to manage the changes, risks, issues, and dependencies related to the requirements. Some of the attributes that can be specified for requirements under governance are:

• Requirement type (e.g., functional, non-functional, business, user, etc.)
• Requirement status (e.g., proposed, approved, implemented, verified, etc.)
• Requirement priority (e.g., mandatory, high, medium, low, etc.)
• Requirement source (e.g., stakeholder, document, regulation, etc.)
• Requirement owner (e.g., the person or role responsible for the requirement)
• Requirement version (e.g., the number or identifier of the requirement revision)
• Requirement traceability (e.g., the links between the requirement and other related requirements, deliverables, tests, etc.)

These attributes help to define, organize, communicate, and manage the requirements throughout the business analysis life cycle.

References:

• [BABOK Guide v3], Section 2.5: Governance, p. 28-30
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 55-56
• Certified Business Analysis Professionalâ„¢ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Monitoring, Week 2: Plan Business Analysis Governance, Video: Introduction to Business Analysis Governance

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

The 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 Professionalâ„¢ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Communication, Week 2: Planning the Business Analysis Approach, Video: Planning the Business Analysis Work

 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

The potential success rate of the mortgage origination process can be calculated by subtracting the percentage of total rejects from 100%. The current success rate is 70%, which means the current percentage of total rejects is 30%. If the verification rejects (8.4% of the total transactions) were to be reduced by 50%, there would be only 4.2% verification rejects remaining. This would decrease the percentage of total rejects to (30% - 4.2%) = 25.8%. Therefore, the potential success rate would be (100% - 25.8%) = 74.2%. However, this answer does not account for the effect of the documentation checklists, which would also reduce the documentation rejects (12.2% of the total transactions). Assuming that the documentation checklists would eliminate all the documentation rejects, the percentage of total rejects would further decrease to (25.8% - 12.2%) = 13.6%. Therefore, the potential success rate would increase to (100% - 13.6%) = 86.4%, which can be rounded to 86%.

References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Solution Assessment and Validation, p. 211-212
• Certified Business Analysis Professionalâ„¢ (CBAP®) Specialization, Course 4: Business Analysis: Solution Evaluation, Week 2: Solution Performance Assessment, Video: Solution Performance Metrics
• Basic Math Operations, Khan Academy

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