• The BA should not simply adopt the structure of the solution consultants’ requirements catalog © or the corporate standard (D), because they may not be suitable for the branch’s specific needs and preferences. The BA should analyze the existing structures and compare them with the branch’s definitions of user roles, tasks, and features, as well as with the best practices for specifying customization requirements.
• The BA should not devise a structure that best fits the branch’s definition of user roles (A), because this may not capture all the relevant aspects of the customization requirements, such as the system features, the user tasks, the dependencies, the constraints, the acceptance criteria, etc. The BA should consider all these factors and use a comprehensive and consistent structure that facilitates communication and understanding among the stakeholders.
• The BA should explore and apply best practices for specifying this type of requirements (B), because this will help the BA to create a clear, complete, and accurate specification that meets the expectations of the sponsor, the solution consultants, and the PGA staff. The BA should also ensure that the structure of the specification is aligned with the branch’s standards and conventions, and that it supports the project objectives and scope.

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.

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

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

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

Therefore, the projected ROI over the first 3 years is73.08%, which is closest to option A. 44%.References:CBAP Handbook,CBAP Study Guide,Why should you be a CBAP in 2023

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

• IIBA BABOK Guide v3, Section 2.2.1: Business Architecture
• [IIBA Business Analysis Competency Model], Section 3.1.1: Business Architecture Knowledge

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

References:

• BABOK Guide v3, Section 3.2: Plan Business Analysis Approach, p. 48-49
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 51-52
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Communication, Week 2: Planning the Business Analysis Approach, Video: Planning the Business Analysis Work

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

Some additional sentences are:

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

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

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

According to the CBAP competencies, one of the skills required for business analysis planning and monitoring is to guide practice in performing stakeholder analysis1. Stakeholder analysis is the process of identifying and assessing the needs, interests, and influence of stakeholders on a project or initiative2. One of the outputs of stakeholder analysis is a stakeholder list, which identifies the key stakeholders and their roles, responsibilities, and expectations3. A stakeholder list can also include information on the potential risks and issues that may arise from stakeholder involvement or lack thereof4. Therefore, developing a risk plan to anticipate negative behavior from the Director of Human Resources is a valid activity that is included in performing a stakeholder analysis. This can help the team to mitigate the impact of the Director’s bitterness and resistance on the project’s success.

The other options are not included in performing a stakeholder analysis. Comparing the expertise of the Director of Human Resources to other stakeholders is not relevant to the stakeholder analysis process, as it does not help to understand the Director’s needs, interests, or influence. Recommending excluding the Director of Human Resources as a stakeholder is not a good practice, as it may create more conflict and resentment, and ignore the Director’s legitimate role and authority in the project. Implementing all of the Director of Human Resources suggestions to relieve tension is not a realistic or effective strategy, as it may compromise the quality and feasibility of the project, and disregard the needs and interests of other stakeholders. References:

• 1: CBAP Competencies - International Institute of Business Analysis
• 2: BABOK Guide v3, Section 2.2.2: Conduct Stakeholder Analysis
• 3: BABOK Guide v3, Section 2.2.2.3: Outputs
• 4: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 3: Business Analysis Planning and Monitoring, p. 83

The modeling technique that the BA will use to create this diagram is state modeling, as it is used to represent the dynamic behavior of an entity or a system over time. A state model shows the possible states that an entity can have, the events or conditions that trigger a change from one state to another, and the actions or outcomes that result from a state change. A state model can help to illustrate the various levels that a trainee goes through in a martial arts seminar, such as white belt, yellow belt, green belt, etc., and the criteria or requirements for advancing to the next level. References: The answer can be verified from the following sources:

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 10: State Modeling, p. 344-347.
• Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 133-134.

The number of communication channels in a project is an indicator of the complexity of communication among the stakeholders. It is calculated by using the following formula1:

Number of communication channels = N x (N - 1) / 2

Where N = Number of stakeholders

In this case, N = 435, so the number of communication channels is:

435 x (435 - 1) / 2 = 188,790

Therefore, the correct answer is A. 188,790. References:

• Communication Channels in Project Management: Formula & Examples
• Number of Communication Channels (+ PMP® Formula & Calculator)

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

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

 A constraint is a factor that limits the options or the performance of the project or the solution. Constraints are usually imposed by external factors, such as laws, regulations, standards, policies, resources, time, or budget. Constraints can affect the feasibility, desirability, and suitability of the solution, and may require trade-offs or compromises among the requirements. A constraint is different from a requirement, which is a condition or capability that the solution must have or meet to satisfy the stakeholder needs and expectations123.

In this question, the $300,000 represents a constraint, as it is a factor that limits the options or the performance of the solution. The customer demands that the solution should not cost more than $300,000 to implement and support for one year, which means that the solution must fit within this budget constraint. This constraint may affect the choice of technologies, processes, or features that the solution can include, and may require prioritizing or eliminating some requirements to meet the budget limit. References: 1: BABOK® Guide v3, section 3.4.2 Assess Capability Gaps, page 70 2: CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 109 3: Business Analysis Techniques: Identifying Constraints, page 24

 Focus groups are a type of requirements elicitation activity that involve gathering a group of stakeholders from different perspectives and backgrounds to discuss a specific topic or issue. Focus groups can help to identify the ideas and attitudes of the stakeholders about the current situation, the desired outcomes, the problems, the solutions, and the actions needed to improve the service. Focus groups can also help to generate new ideas, uncover hidden needs, and reveal conflicting opinions. Focus groups are facilitated by a moderator who guides the discussion, asks open-ended questions, and encourages participation from all members. Focus groups are usually recorded and analyzed to extract the key findings and requirements1234. References: 1: Software Engineering | Requirements Elicitation - GeeksforGeeks 2: A Review of Fundamental Tasks in Requirements Elicitation 3: Top 10 Most Common Requirements Elicitation Techniques 4: 20 Tips for Effective Requirements Elicitation | Inflectra

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

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

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

References:

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

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

• CBAP Certification Study Guide v3.0, p. 223
• BABOK Guide v3, p. 156

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

• IIBA BABOK Guide v3, p. 36, 38, 40, 42
• How to Create a Stakeholder Management Plan Smartsheet
• CBAP 150 Practice Questions Flashcards, Question 5
• How To Create an Effective Stakeholder Communication Plan

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

• What is a Dependency in Project Management? - Wrike, paragraph 1
• Project Dependencies: Types, Examples, and Tips for Project Managers, paragraph 1
• CBAP Certification Study Guide v3.0, Chapter 4: Requirements Life Cycle Management, Section 4.3: Trace Requirements, page 4-10
• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 402, section 10.31.3.1

The number of communication channels in a project is an indicator of the complexity of communication among the stakeholders. It is calculated by using the following formula1:

Number of communication channels = N x (N - 1) / 2

Where N = Number of stakeholders

In this case, N = 65, so the number of communication channels is:

65 x (65 - 1) / 2 = 2080

Therefore, the correct answer is A. 2080. References:

• Number of Communication Channels (+ PMP® Formula & Calculator)

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

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

References:

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 402, section 10.31.2.11
• Textual Requirement Artifacts - Blueprint Online Help - HelpDocs, paragraph 1
• How to Model Textual Requirements - Formal Mind GmbH, paragraph 2

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

A 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®]

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

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

• A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, Chapter 4: Requirements Life Cycle Management, Section 4.5: Manage Changes1
• CBAP Certification Study Guide v3.0, Chapter 4: Requirements Life Cycle Management, Section 4.5: Manage Changes2

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

According to the Wikipedia article on requirements traceability1, tracing a requirement means to follow the life of a requirement in both a forwards and backwards direction, from its origins, through its development and specification, to its subsequent deployment and use, and through periods of ongoing refinement and iteration. Tracing a requirement helps to ensure that the requirement is linked to a business objective, that it is consistent and aligned with other requirements and deliverables, and that it is verified and validated by the stakeholders. Tracing a requirement can also help to identify the impact of changes, the source of defects, and the gaps in the requirements.

Option A is incorrect because it does not mention the business requirements, which are the high-level needs and objectives of the organization or the customer. Option C is incorrect because it does not mention the stakeholder and solution requirements, which are the detailed and specific requirements that define the scope and functionality of the solution. Option D is incorrect because it describes tracking a requirement, not tracing a requirement. Tracking a requirement means to monitor the progress and status of a requirement throughout the project lifecycle, not to link it to other related artifacts.

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

Quality control is the process of monitoring and measuring the quality of the project deliverables and outputs against the quality standards and criteria established in the quality management plan. Quality control is used to make certain that the project team members are completing the project work according to the project plan and meeting the stakeholder expectations. Quality control involves performing quality audits, inspections, tests, reviews, and validations to identify and correct any defects, errors, or deviations from the specifications. Quality control is one of the key processes in the project quality management knowledge area, which ensures that the project meets the quality requirements1234. References: 1: BABOK® Guide v3, section 11.6.5.9 Quality Management and Control, page 418 2: CBAP® Exam Prep Study Guide, chapter 9, page 340 3: Project Quality Management: Processes & Tools | Villanova University5 4: Quality Control in Project Management | PMI6

 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

 Regulatory ranking is a type of requirements prioritization that involves ranking the requirements based on the compliance with laws and regulations in the industry. Regulatory ranking can help to ensure that the solution meets the legal and ethical standards and avoids penalties or lawsuits. Regulatory ranking can also help to align the solution with the organizational policies and objectives. Regulatory ranking is one of the factors that influence the requirement prioritization, as it reflects the penalty of not implementing a requirement. Regulatory ranking can be done by identifying the relevant laws and regulations for the solution, assessing the impact and likelihood of non-compliance, and assigning a priority level to each requirement123. References: 1: What AreRequirement Prioritization Techniques?1 2: Prioritizing Legal Requirements2 3: What Is Requirements Prioritization?3

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

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

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

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

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

• CBAP® Handbook, page 15, section 4.1.2.3
• BABOK® Guide, page 32, section 3.2.3
• How to Write a Business Case (Template Included), under Step 3: Calculate the Financials

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

• Solution vision: A brief statement that summarizes the purpose, value proposition, and target audience of the solution.
• Solution objectives: A list of measurable and achievable goals that the solution aims to accomplish, aligned with the business goals and objectives.
• Solution requirements: A detailed and specific description of the stakeholder and solution requirements that define the scope and functionality of the solution, organized by categories, types, and priorities.
• Solution constraints: A list of factors that limit the options or performance of the solution, such as technical, legal, regulatory, or organizational constraints.
• Technical dependencies: A list of relationships or interactions between the solution and other systems, components, or technologies that affect the solution’s design, development, or implementation.
• Solution risks: A list of potential threats or uncertainties that may affect the solution’s success, along with their probability, impact, and mitigation strategies.
• Solution scope statement: A concise statement that defines what is in and out of scope for the solution, and clarifies any ambiguities or conflicts among the solution requirements.

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

References:

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 30, section 3.11
• Solution Scope – An Insight - Modern Analyst, paragraphs 2-3
• Scoping a Solution | Microsoft Solutions Framework Essentials … - Flylib, paragraph 1
• [Solution Scope vs. Project Scope - Enfocus Solutions Inc], paragraph 2
• [How to Write Project Requirements | Smartsheet], paragraph 3

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 Professional™ (CBAP®) Specialization, Course 4: Business Analysis: Solution Evaluation, Week 2: Solution Performance Assessment, Video: Solution Performance Metrics
• Basic Math Operations, Khan Academy

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

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

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

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

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

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

• Data mining is a technique that involves analyzing large data sets to discover patterns and trends that can provide useful information or insights123
• The BA used data mining to find the source of the increase in claims by examining the documentation of the 1000 claims that were filed during the pilot period. The BA found that the majority of the claims were caused by severe winter storms in one region of the country, which were beyond the control of the customers.
• Document analysis is a technique that involves reviewing and evaluating existing documents to elicit information and identify requirements.
• The BA did not use document analysis to find the source of the increase in claims because this technique is more suitable for analyzing the content and structure of the documents, not the data within them.
• Survey is a technique that involves collecting information from a sample of stakeholders using a predefined set of questions.
• The BA did use survey to understand the customer feedback and preferences on the site and the promotions, but not to find the source of the increase in claims. The survey did not ask the customers about the reasons for their claims or the impact of the winter storms.
• Decision modelling is a technique that involves defining and analyzing the criteria, options, and outcomes of a decision.
• The BA did not use decision modelling to find the source of the increase in claims because this technique is more suitable for evaluating the alternatives and consequences of a decision, not the causes and effects of a problem.

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

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

A high level of abstraction means that the requirements are expressed in general terms, without specifying details or implementation methods. This allows the requirements to be more flexible and adaptable to changing business needs and contexts. For the seasonal products, which are likely to be different every year and require major variations in some business processes, using a high level of abstraction would help to manage the requirements in the long term, as they would not need to be revised or updated frequently. On the other hand, using a low level of abstraction, which means that the requirements are expressed in specific and detailed terms, would make the requirements more rigid and prone to changes, as they would need to be aligned with the particular characteristics and constraints of each seasonal product and process variation.

References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Elicitation, p. 97-98
• [BABOK Guide v3], Section 4.1: Prepare for Elicitation, p. 94-95
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 2: Business Analysis: Requirements Analysis and Design Definition, Week 2: Requirements Classification and Prioritization, Video: Requirements Abstraction Levels

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

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

The type of analysis that the BA has just conducted is impact analysis. Impact analysis is a technique that evaluates the potential effects of implementing a particular change in the existing business operations, in this case, changing the premiums and associated discounts offered to customers. Impact analysis helps to:

• Assess the feasibility and viability of the proposed change
• Identify the benefits and costs of the change for the organization and the stakeholders
• Estimate the time and resources required to implement the change
• Analyze the risks and issues associated with the change
• Communicate and justify the change to the decision-makers and the affected parties

References:

• [BABOK Guide v3], Section 6.2: Define Future State, p. 164-165
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Strategy Analysis, p. 97-98
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 3: Business Analysis: Strategy Analysis, Week 2: Define Future State, Video: Impact Analysis
• Impact Analysis - How to Conduct an Impact Analysis in 5 Steps, Blog Post, June 2023

 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

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

• A. Rewriting requirements independent of the solution design is not a good option because it would be redundant and time-consuming. The existing solution documents already contain the necessary information for the solution consultants to customize the system. The BA only needs to add some additional attributes for the new and changed requirements, not rewrite them from scratch.
• B. Entering the information in the company’s change management system is not a good option because it would not be accessible or useful for the solution consultants. The change management system is typically used for tracking and approving changes to the existing system, not for defining and documenting requirements for a new system. The BA needs to communicate the requirements to the solution consultants in a format that they can understand and use for customization.
• C. Adding the attributes to the original requirements catalog and changing requirements is not a good option because it would modify the as-is solution documents, which may be needed for reference or comparison purposes. The BA should not alter the existing solution documents without the consent of the solution consultants, who created and own them. The BA should create a separate document for the new and changed requirements, and link them to the original requirements catalog if necessary.
• D. Creating a new workbook of requirements with necessary attributes is the best option because it would allow the BA to capture and manage the information for the new and changed requirements in a structured and consistent way. The BA can use a spreadsheet or a similar tool to create a new workbook of requirements, and include the additional attributes such as the source, reason, complexity, and priority of change. The BA can also reuse some of the requirements in other work by copying or referencing them in the workbook. The BA can share the workbook with the solution consultants, who can use it to customize the system according to the PGA needs.

• 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.

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

• BABOK Guide v3, section 7.2.2.1: “The business analyst validates that the requirements and designs are aligned with the business need and the solution scope.”
• Guide to building a product roadmap (with template and examples), section “How to create a product roadmap”: “The first step in creating a product roadmap is to define the product vision. This is the overarching goal or purpose of the product, and it should guide all subsequent decisions and actions.”

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

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

When assessing the impact of safety concerns, the BA should consider the cost/benefit analysis of making the changes. This technique involves comparing the costs and benefits of different options to determine the optimal solution that maximizes the value and minimizes the negative consequences. The BA should consider the costs and benefits of the changes from various perspectives, such as financial, operational, social, environmental, and ethical. The BA should also consider the trade-offs and opportunity costs of the changes, as well as the risks and uncertainties involved. The cost/benefit analysis can help the BA to prioritize the changes, communicate the rationale, and justify the recommendations. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Solution Evaluation, Section 7.3: Assess Proposed Solution, p. 315-316
• 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 Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.4: Recommend Actions to Increase Solution Value, p. 279-280

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

 The BA should 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

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

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

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

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

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

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

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

A change strategy is a plan that outlines how the project team will manage the transition from the current state to the future state of the system, and how they will address the impacts and risks of the change on the organization and the stakeholders. A change strategy is needed when system A is offline for 3 months, as this will affect the claims processing operations and the user experience. A change strategy should include the following elements:

• Change vision and objectives: This defines the purpose and scope of the change, and the expected outcomes and benefits of the system upgrade.
• Change readiness assessment: This evaluates the current level of awareness, willingness, and ability of the organization and the stakeholders to adopt the change, and identifies any gaps or barriers that need to be addressed.
• Change impact analysis: This identifies and analyzes the potential effects of the change on the business processes, roles and responsibilities, policies and procedures, systems and tools, and culture and behavior of the organization and the stakeholders.
• Change communication plan: This specifies the key messages, channels, methods, and frequency of communication with the organization and the stakeholders, and how to solicit and incorporate feedback and input.
• Change training plan: This defines the learning objectives, content, delivery modes, and evaluation methods of the training programs that will help the organization and the stakeholders acquire the necessary knowledge and skills to use the upgraded system.
• Change management roles and responsibilities: This clarifies the roles and expectations of the project team, the sponsors, the champions, the change agents, and the end users in the change process, and how they will collaborate and coordinate with each other.
• Change monitoring and evaluation plan: This establishes the metrics, indicators, and tools that will measure the progress and performance of the change process, and how to report and act on the results.

References:

• IIBA BABOK Guide, Section 5.6, Define Change Strategy
• Change Management Strategy: A Guide with Best Practices, Smartsheet
• How to Develop a Change Management Strategy, Indeed

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 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 stakeholders that were missed in the requirements are the end users. End users are the people who will use the solution or be affected by its outcomes. They are a key source of requirements, as they can provide valuable insights into the needs, expectations, preferences, and pain points of the solution. The BA should elicit requirements from the end users, as well as validate and verify them with their feedback. The BA should also ensure that the end users are involved throughout the project lifecycle, from planning to testing to implementation. The other options are not the stakeholders that were missed, as they are either not directly related to the solution or not the primary source of requirements. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Key Concepts, Section 2.3: Stakeholders, p. 59-60
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 2: Business Analysis Key Concepts, Section 2.3: Stakeholders, p. 28-29
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.1: Prepare for Elicitation, p. 97-98

 According to the BABOK® Guide, one of the tasks of the business analyst (BA) is to assess solution performance and value. This involves measuring the actual outcomes and benefits of the implemented solution and comparing them with the expected ones. The BA also identifies any gaps or issues that may affect the solution’s performance or value and recommends actions to address them. One of the actions that the BA can recommend is to remove or minimize any interfaces and activities that do not contribute to the final product either directly or indirectly, as they may cause waste, inefficiency, or complexity. This is consistent with the lean principles of eliminating waste and optimizing value. References: BABOK® Guide v3, Section 7.6: Assess Solution Performance and Value, p. 291-292; BABOK® Guide v3, Section 10.22: Lean, p. 512-513.

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

The 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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Requirements Analysis and Design Definition, page 214
• Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Section 5.2: Analyze Current State, page 112
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Requirements Analysis and Design Definition, Week 2: Analyze Current State, video: “Identify Constraints”

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

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

• Evaluating Candidate COTS Packages, ArgonDigital
• Seven Insights: Agile and Custom Off The Shelf (COTS) packaged software, Kenny & Company
• COTS Software Procurement Methodology, IGI Global

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

• IIBA BABOK Guide, Section 9.4, Evaluate Solution Options
• How to Estimate the Value of a Business Analysis Solution, Bridging the Gap
• Business Analysis Techniques: Estimating Value, Business Analyst Learnings

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

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.5: Confirm Elicitation Results, p. 122-123
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.2: Specify and Model Requirements, p. 253-254

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

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

Relaying upper management support to stakeholders is a way to reduce employee discontent and resistance to change. This can help the employees feel more confident and secure about the change initiative, as they perceive that the leaders are committed and supportive of the change. It can also help the employees understand the vision and goals of the change, and how it aligns with the organizational strategy and values. By communicating the benefits and rationale of the change, and addressing the concerns and fears of the employees, the BA can foster a positive and collaborative attitude towards the change among the stakeholders. References:

• Emotional Reactions to Change in the Workplace, CMI
• Reactions to Change in an Organization, Wonder
• IIBA BABOK Guide, Section 5.5, Assess Organizational Readiness

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

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

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

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

 A business 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

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

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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 253
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.1: Analyze Current State, page 95

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Business Analysis Professional Resources | IIBA®, under Standards, Regulations, and Best Practices
• Cost-Benefit Analysis Definition

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

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

 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.

One of the possible reasons for the disagreement among the stakeholders is that they have different interpretations of the requirements, which may lead to conflicting expectations, assumptions, and preferences. The BA should use various techniques to elicit, analyze, validate, and communicate the requirements clearly and consistently to all the stakeholders, and to resolve any ambiguities or discrepancies. The BA should also ensure that the requirements align with the business need and the solution scope that were formally approved by the stakeholders at the beginning of the project.

 According to Herzberg’s two-factor theory of motivation, there are two sets of factors that influence job satisfaction: hygiene factors and motivators. Hygiene factors are those job factors that are essential for existence of motivation at workplace, but do not lead to positive satisfaction for long-term. They are also called dissatisfiers or maintenance factors, as they are required to avoid dissatisfaction. Hygiene factors include pay, company policies, fringe benefits, physical working conditions, status, interpersonal relations, and job security. Motivators are those factors that yield positive satisfaction and enhance motivation. They are inherent to work and relate to self-growth and self-actualization. Motivators include recognition, sense of achievement, growth, responsibility, and advancement. The chance to excel is a motivator, not a hygiene factor, according to Herzberg’s theory. References: Herzberg’s Two-Factor Theory Of Motivation-Hygiene - Simply Psychology; Herzberg’s Two-Factor Theory of Motivation - Management Study Guide; Two-factor theory - Wikipedia

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

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

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 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

 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

 The BA is facing a situation where the stakeholders are not cooperating or engaged in the business analysis activities. To resolve this issue, the BA needs to use the competencies of negotiation, conflict resolution, and effective communication. Negotiation is the ability to reach an agreement that is acceptable to all parties involved. Conflict resolution is the ability to manage and resolve disagreements or disputes among stakeholders. Effective communication is the ability to convey information clearly and accurately, and to listen and respond appropriately to the needs and concerns of others. These competencies will help the BA to understand the root causes of the stakeholders’ resistance, address their expectations and interests, and persuade them to participate and collaborate in the business analysis process. References: CBAP Competencies, CBAP Handbook, CBAP Study Guide

 A milestone is a term used to describe a major deliverable or key event in the project used to measure project progress. A milestone is a significant point in time that marks the completion of a specific scope of work or a specific objective. A milestone can also be a checkpoint that indicates the readiness of the project to move to the next phase or stage. A milestone can be used to monitor and control the project schedule, budget, quality, and risks. A milestone can also be used to communicate the project status and achievements to the stakeholders and sponsors. A milestone is usually associated with a specific date and has no duration. References: IIBA BABOK Guide v3, section 5.1.3, page 163; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 6, page 233; CBAP Sample Questions, question 233.

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 280
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis and Design Definition, section 7.5: Specify and Model Requirements, page 133
• Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 7: Requirements Analysis and Design Definition, page 280

 A requirement attribute is a characteristic or property of a requirement that provides additional information about it. Requirement attributes can help to manage, prioritize, trace, and verify the requirements. Some common requirement attributes are source, priority, status, owner, version, etc. One of the qualities of a good requirement is that it should be unambiguous, which means that it should have only one possible interpretation and avoid any confusion or misunderstanding. An unambiguous requirement is clear, precise, and consistent, and it can be easily verified and validated. An ambiguous requirement, on the other hand, can lead to errors, defects, rework, and conflicts among the stakeholders. References:

• Characteristics of Effective Software Requirements and Software Requirements Specifications (SRS) - Jama Software, under Qualities of Good Requirements
• The Four Attributes of High-Quality Requirements - ArgonDigital, paragraph 1
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 279
• BABOK Guide v3, page 386
• Keeping Up With Consumer Demand: No Room For Error For Global Supply Chains, under Digitization determines supply-demand triumph — or disaster.

 A project charter is a document that authorizes the project to exist within the organization. A project charter is the output of the initiation stage of a project, which involves identifying the problem or opportunity that the project intends to address, and defining the purpose, objectives, scope, and justification of the project. A project charter formally approves and initiates the project, and grants the project manager the authority and responsibility to manage the project. A project charter also identifies the key project stakeholders, roles, responsibilities, and expectations, and establishes the high-level requirements, assumptions, constraints, and risks of the project12. A project 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 network diagram is the output of the planning stage of a project, which involves defining the project requirements, scope, schedule, cost, quality, resources, and risk. A project network diagram helps to determine the critical path, the float, and the milestones of the project, and to monitor and control the project performance13. Project integration management is a process that coordinates and integrates all the aspects of a project. It involves developing, executing, and controlling the project management plan, which includes the subsidiary plans for scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder management. Project integration management is performed throughout the project lifecycle, and helps to ensure that the project deliverables meet the project objectives and the stakeholder expectations14. Project boundaries are the limits or edges of the project scope that define what is and what is not included in the project. Project boundaries are determined by the project requirements, assumptions, constraints, and exclusions, and help to clarify the project scope and avoid scope creep. Project boundaries are established during the planning stage of a project, and are documented in the project scope statement1 . References:

• CBAP® Handbook
• Project Charter - iiba.org
• Project Network Diagram - iiba.org
• Project Integration Management - iiba.org
• [Project Boundaries - iiba.org]

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 337
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.2: Analyze Performance Measures, page 153
• Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 8: Solution Evaluation, page 337

Risk management is the process of identifying, analyzing, responding, and monitoring the risks that may affect the project or the organization. Risk management helps to minimize the negative impacts and maximize the positive opportunities of the uncertainties and assumptions. Risk management involves setting the risk tolerance, which is the level of risk exposure that the organization is willing to accept. Risk management also involves identifying the potential risks, which are the factors that may jeopardize the project or the organization’s objectives. Risk management also involves prioritizing the tolerance for risk, which is the order of importance of the risks based on their probability and impact. Risk management is an iterative and continuous process that should be performed throughout the project life cycle and at different levels of the organization. References: [IIBA BABOK Guide v3], section 11.1, page 384; CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 227; CBAP Sample Questions, question 232.

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

• CBAP® Handbook
• Waterfall Model - iiba.org
• Spiral Model - iiba.org
• Agile Model - iiba.org
• Incremental Model - iiba.org

The 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

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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 249
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.4: Define Change Strategy, page 103
• Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 6: Strategy Analysis, page 249

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

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

The stakeholders and the BA need to measure benefits, penalties, and costs to determine if the solution is providing expected value and ensure the accuracy of the measurements. Benefits are the positive outcomes or value that the solution delivers to the stakeholders or the organization. Penalties are the negative consequences or costs that the solution may incur if it fails to meet the requirements or expectations. Costs are the resources or expenses that are required to implement, operate, and maintain the solution. By measuring benefits, penalties, and costs, the stakeholders and the BA can assess the return on investment (ROI), the net present value (NPV), and the break-even point (BEP) of the solution, and compare them with the expected or planned values. This can help to evaluate the effectiveness, efficiency, and feasibility of the solution, and to identify any gaps, issues, or opportunities for improvement. Strategy, solution, and scope are not the best options to measure, because they are either too general, too abstract, or not directly related to the value of the solution. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 337
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.2: Analyze Performance Measures, page 153
• Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 8: Solution Evaluation, page 337

The relationship between use cases “Create a role” and “Find a role” when there is a high level of formality is derive. This means that the use case “Find a role” is derived from the use case “Create a role”, because it is a sub-function or a variation of the main function. A derived use case is dependent on another use case and cannot be performed independently. A derived use case can also be called an extension, an inclusion, or a generalization of another use case. The other options are not valid relationships between use cases. Validate, necessity, and satisfy are relationships between requirements and other elements, such as stakeholders, objectives, or design components. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 293
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis and Design Definition, section 7.5: Specify and Model Requirements, page 135
• 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 293

The elicitation scope defines the boundaries of the elicitation activity and ensures that the BA and the stakeholders focus on the relevant information and avoid unnecessary details or tangential points. The elicitation scope helps the BA to communicate the purpose, objectives, and expected outcomes of the elicitation activity to the stakeholders, and to manage their expectations and participation. The elicitation scope is influenced by the business domain, corporate culture, group dynamics, and expected outputs, as these factors affect the type and level of information that is needed and available for the project. References:

• BABOK Guide v3, Section 4.1.1: Prepare for Elicitation - Inputs1
• Preparing for elicitation – The Functional BA2
• What Is Elicitation: Top Requirement Elicitation Techniques for 20243

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 165
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 4: Elicitation and Collaboration, section 4.3: Confirm Elicitation Results, page 81
• Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 4: Elicitation and Collaboration, page 165

Risk communication is the technique that involves coordinating and collaborating with other credible sources in risk. Risk communication is the process of exchanging information and opinions about the nature, magnitude, significance, and control of the risks among the stakeholders. Risk communication helps to create a common understanding of the risks, to build trust and confidence among the stakeholders, to inform and educate the stakeholders about the risk management activities and outcomes, and to solicit feedback and input from the stakeholders. Risk communication is an essential part of risk management, which also includes risk identification, risk analysis, and risk response. References: [IIBA BABOK Guide v3], section 11.2.4, page 389; CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 233; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 246.

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

The next task that the BA needs to do to complete the gap analysis is to define the future state capabilities. This means that the BA needs to describe the desired outcomes, benefits, and functions of the new systems and how they will support the business needs and stakeholder requirements. Defining the future state capabilities will help the BA to compare them with the current state of systems and identify the gaps, opportunities, and changes needed to achieve the future state. Identifying performance measures, categorizing risk factors, or selecting the stakeholder engagement approach are not the next tasks for completing the gap analysis, because they are either part of the current state analysis or the subsequent tasks after the gap analysis. References:

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

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

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

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

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

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

Rough order of magnitude (ROM) cost estimating is a process of estimating the costs of the proposed solutions with a high level of uncertainty, usually in the range of -25% to +75%. ROM cost estimating is used to compare the feasibility and affordability of different solutions and to support decision making. ROM cost estimating is not a detailed or accurate process, but rather a quick and approximate way of assessing the costs of the solutions. References: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 6: Requirements Analysis, page 202. Certified Business Analysis Professional (CBAP®) Handbook, page 6.

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

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

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

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

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

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

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

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

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

The conduct elicitation activity is a technique to understand stakeholder needs and identify potential solutions that may meet those needs. It involves guiding stakeholders and collaborating with them through the elicitation activity, doing research or running experiments, and capturing elicitation outcomes1. The inputs for this activity are the following2:

• Requirements management plan: This document defines how requirements will be elicited, analyzed, documented, validated, and managed throughout the project lifecycle. It provides guidance on the elicitation approach, techniques, roles, responsibilities, and deliverables.
• Business need: This is the problem or opportunity that the project intends to address. It provides the context and rationale for the elicitation activity and helps to define the scope and objectives of the project.
• Solution scope: This is the set of capabilities and features that a solution must deliver in order to meet the business need. It defines the boundaries and assumptions of the project and helps to identify the stakeholders and sources of information for the elicitation activity.
• Stakeholder list, roles, and responsibilities: This is the identification and description of the individuals and groups who have an interest or influence in the project. It defines their roles, responsibilities, expectations, and level of involvement in the elicitation activity.
• Business analysis information: This is the collection of information that has been gathered, analyzed, and documented during the business analysis process. It includes the business analysis plan, the business case, the current and future state descriptions, the requirements, the assumptions, the constraints, the risks, the issues, and the change requests. It provides the input and reference for the elicitation activity and helps to avoid duplication or inconsistency of information.
• Elicitation activity plan: This is the plan that describes the specific details of the elicitation activity, such as the purpose, scope, objectives, approach, techniques, participants, agenda, logistics, materials, and expected outcomes. It helps to prepare and organize the elicitation activity and ensure its alignment with the requirements management plan and the business analysis plan.

Documented elicitation results are not an input, but an output of the conduct elicitation activity. They are the records of the information that has been elicited from the stakeholders and other sources during the elicitation activity. They include notes, transcripts, recordings, models, diagrams, sketches, prototypes, surveys, questionnaires, and other artifacts that capture the stakeholder needs, expectations, preferences, assumptions, constraints, and feedback. They are used as an input for the confirm elicitation results activity, where they are checked for accuracy, completeness, and consistency. References: Conduct Elicitation - iiba.org, Exploring the CBAP Knowledge Areas - Institute i4

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

• The four different types of learners, and what they mean for your presentations (infographic), paragraph 2
• Presentations for Each Type of Learner – Microsoft 365, paragraph 3
• 8 Types of Learning Styles | The Definitive Guide - Bay Atlantic University, paragraph 1
• Learning styles (power point) | PPT - SlideShare, slide 4

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

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

 A 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

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

Implementation subject matter experts are the stakeholders who would need detailed technical interface requirements. These are the people who are responsible for designing, developing, and deploying the solution components that interact with other systems or applications. Technical interface requirements specify the format, structure, protocol, and security of the data exchange between the solution and the external entities. Project manager, regulators, and testers are other types of stakeholders who may need different levels of information related to the requirements, but not necessarily the technical interface details. References:

• BABOK® Guide, p. 29, 36, 51, 54
• CBAP / CCBA Certified Business Analysis Study Guide, p. 45, 49, 50, 52
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 3, Video: “Stakeholder Analysis”

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

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

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

• Business Analysis Professional (CBAP) Certification Study Guide, page 131, section 4.2.3 Requirements Prioritization
• Prioritizing Requirements - IIBA®
• How to Prioritize Requirements: Techniques, Tools, and Examples

 The communications management plan is a document that defines the approach, methods, frequency, and responsibilities for communicating with the stakeholders throughout the business analysis process. The communications management plan also specifies how the business analysis communications will be stored, distributed, updated, and disposedof at the end of the project. Therefore, the business analyst must follow the communications management plan to determine what to do with all of the communication documents created as part of the project.

The other options are incorrect because they do not reflect the best practice for managing the business analysis communications. All formal communication must not be destroyed once the project is completed, as they may contain valuable information and lessons learned that can be used for future reference or audit purposes. All communications must not be documented and passed onto the solution’s project manager for analysis and to serve as supporting detail, as this may create unnecessary duplication, confusion, and overhead. The project manager may not be the best person to analyze and use the business analysis communications, as they may have different objectives and perspectives than the business analyst. All communications must not be archived and will become part of the organizational process assets, as this may not be appropriate or feasible for all types of communication. Some communication may be confidential, sensitive, or irrelevant for the organization, and may not need to be archived or shared with others. References:

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

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

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

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

• BABOK Guide, section 4.2.5.1, page 108
• CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 173
• Certified Business Analysis Professional™ (CBAP®) | Coursera, course 2, week 3, video 3.1

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

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

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.

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

References:

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

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