CBAP Certified Business Analysis Professional Questions and Answers

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

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

 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

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

• Must-have: These are the critical and non-negotiable requirements or tasks that must be completed for the project or product to be successful. Without them, the project or product will fail or become useless. For example, compliance with legal or security standards, or core functionality of the product.
• Should-have: These are the important but not essential requirements or tasks that should be completed for the project or product to be satisfactory. They add significant value or benefit, but they are not as time-sensitive or critical as the must-haves. They can be postponed or omitted without compromising the project or product. For example, performance improvements, minor bug fixes, or nice-to-have features.
• Could-have: These are the desirable but not necessary requirements or tasks that could be completed for the project or product to be enhanced. They improve the user experience or customer satisfaction, but they have a low impact or benefit. They can be included if time and resources permit, or they can be left out without affecting the project or product. For example, aesthetic changes, extra functionality, or user feedback.
• Won’t-have: These are the least important or relevant requirements or tasks that won’t be completed for the project or product at the current time. They have a low or negative impact or benefit, or they are not appropriate or feasible at the moment. They can be excluded, deferred, or reconsidered for future projects or products. For example, out-of-scope requests, low-priority issues, or unrealistic expectations.

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

• What is MoSCoW Prioritization? | Overview of the MoSCoW Method
• MoSCoW method - Wikipedia
• Simplify Requirement Prioritization With the MoSCoW Method - Geekflare
• MoSCoW: Framework for Effective Prioritization | craft.io

The sorting stage should be assessed as the most likely to increase process inefficiencies, because it is a manual, error-prone, and time-consuming task that depends on the operator’s accuracy and speed. The sorting stage requires the operator to read the printed address on each package and place it in the correct delivery box, which may involve multiple steps, movements, and decisions. The sorting stage may also introduce delays, bottlenecks, or rework if the operator makes mistakes or cannot keep up with the volume of packages. The loading, packaging, and printing stages are less likely to increase process inefficiencies, because they are either automated or simpler tasks that involve fewer steps, movements, and decisions. The loading stage only requires the operator to load 100 cards after an alarm is raised, which is a straightforward and infrequent task. The packaging and printing stages are automated and do not require any human intervention, which reduces the risk of errors and delays. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 248
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.2: Analyze Current State, page 95
• 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 248

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

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

The 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 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

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

The other options are not assumptions, but rather:

• B. A constraint, which is a restriction or limitation that affects the performance or outcomes of a project or solution.
• C. A requirement, which is a condition or capability needed by a stakeholder to solve a problem or achieve an objective.
• D. A risk, which is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project or solution objectives.

References:

• CBAP® Handbook, page 14, section 4.1.2.2
• BABOK® Guide, page 30, section 3.2.1
• CBAP / CCBA Certified Business Analysis Study Guide, page 94, section 3.2.1

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

• Using Scope Models to Manage Solution Scope
• Solution Scope vs. Project Scope
• Solution Scope – An Insight

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

• Stakeholder Analysis: Overview, Tools and Techniques - KnowledgeHut
• How to Perform a Stakeholder Analysis | Lucidchart

According to the BABOK® Guide, the purpose of the Assess Proposed Solution task is to determine how well a proposed solution meets the business need and to identify any gaps, risks, or shortcomings before committing resources to its implementation. This task involves evaluating the solution against the requirements, the solution scope, and the solution acceptance criteria. Paul is performing this task by examining a single solution to determine its business value and feasibility. References: BABOK® Guide v3, Section 6.4: Assess Proposed Solution; CBAP® Handbook, Section 4: Review the Exam Blueprint.

The business analysis approach is a plan that describes how the business analysis activities will be performed, including the deliverables, the team roles, the analysis techniques, the communication methods, the change management process, and the stakeholder engagement strategy. The business analysis approach does not define the requirements for solutions acceptance, which are the criteria that the solution must meet to be accepted by the stakeholders. The requirements for solutions acceptance are part of the solution scope, which is an output of the enterprise analysis tasks, not the business analysis approach. References:

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 24, section 2.21
• [CBAP Certification Study Guide v3.0], Chapter 4: Requirements Life Cycle Management, Section 4.1: Plan Business Analysis Approach, page 4-22
• Business Analysis Approach, paragraph 1

 Business value is a basis for prioritizing requirements that considers the benefits and costs of each requirement to the organization. It helps to identify the most valuable requirements that can deliver the highest return on investment. Business value can be measured in terms of revenue, cost savings, customer satisfaction, market share, competitive advantage, or other criteria that are relevant to the organization’s goals and objectives. References:

• Certified Business Analysis Professional (CBAP) Handbook, page 6, section 4. Review the Exam Blueprint, Table 4.1: BABOK® Guide Knowledge Areas and Tasks
• BABOK® Guide v3, page 33, section 4.2 Prioritize Requirements
• Tips for Earning a Business Analysis Certification, section 3. Leverage a variety of study resources

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

• Root Cause Analysis: Definition, Examples & Methods | Tableau, under Approaches to Root Cause Analysis
• Root Cause Analysis, Ishikawa Diagrams and the 5 Whys - isixsigma.com, paragraph 1
• Root Cause Analysis - Practical Action, paragraph 1

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

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

The implementation approach is a component of the solution scope that describes how the chosen solution approach will deliver the solution scope. The solution approach is the method or process that will be used to implement the solution, such as a predictive or adaptive approach. The solution scope is the set of capabilities and features that the solution must provide to meet the business need1. The implementation approach explains how the solution approach will be applied to achieve the solution scope, such as the phases, activities, tasks, deliverables, and resources involved. The implementation approach also considers the risks, issues, assumptions, and constraints that may affect the implementation process23.

The other options are not correct. A. The implementation approach is not described in terms of the major features and functions that are to be included, as this is part of the solution scope, not the implementation approach. B. The implementation approach does not define major business and technical dependencies that impose constraints to the effort to deploy the solution, as this is part of the risk analysis, not the implementation approach. C. The implementation approach does not describe the new capabilities required to meet the business need, as this is part of the solution scope, not the implementation approach. References:

• Solution Scope - IIBA®
• Defining the Business Analysis Approach in 2023 | Free Template
• Business Analysis Planning and Monitoring - IIBA®

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

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

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

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

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

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

Compromising is a conflict resolution technique that requires that all parties in the conflict must give up something in order to reach a mutually acceptable solution. Compromising involves finding a middle ground or a trade-off that satisfies some of the interests or needs of each party, but not all of them. Compromising is useful when the parties have equal power and the conflict is not very important or complex. However, compromising may also result in a suboptimal outcome that does not fully address the root cause of the conflict or create a lasting agreement. References: [IIBA BABOK Guide v3], section 2.2.2.5, page 26; CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 181; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 254.

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

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

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. 

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

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

• IIBA BABOK Guide v3, p. 30, 176, 264
• An Overview of Enterprise Analysis - Modern Analyst
• How Do You Know When You Are Doing Enterprise Analysis

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

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

 Operational assessment is a type of analysis that involves evaluating the current state of the business processes, activities, and performance, and identifying the gaps, issues, and opportunities for improvement. Operational assessment was missed prior to purchasing a solution, because it would have helped to understand the differences and similarities between the Life and Non-Life teams, and to determine the best solution that would meet the needs and expectations of both groups. By skipping the operational assessment, the company bought a solution that did not fit the processes and preferences of the Non-Life team, and resulted in inefficiency and dissatisfaction. Organizational structure, stakeholder impact analysis, or stakeholder location are not the best options for the type of analysis that was missed, 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 6: Strategy Analysis, page 248
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.2: Analyze Current State, page 95
• 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 248

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

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

A data dictionary is a model that defines the name of the data, data aliases, and description of system data. A data dictionary is a collection of metadata that provides information about the data elements and structures in a system or a database. A data dictionary can include the following information for each data element: name, alias, description, data type, size, format, domain, constraints, default value, source, owner, and usage. A data dictionary can help the business analyst to understand the data requirements, design the data model, and ensure the data quality and consistency. A data dictionary is different from a class model, which is a model that defines the classes, attributes, operations, and relationships in an object-oriented system. A data dictionary is also different from an entity relationship model, which is a model that defines the entities, attributes, relationships, and cardinalities in a relational database. A data dictionary is not a CRUD matrix, which is a model that defines the create, read, update, and delete operations for each data element and user role in a system. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Requirements Analysis, page 288-289.
• Data Dictionary - Tutorialspoint, paragraph 1-2
• What is a Data Dictionary? | Definition and How To, paragraph 1-2
• Data Dictionary - Project Management Knowledge, paragraph 1

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”

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

A flowchart is a business analysis technique that graphically depicts the steps or actions involved in a process or workflow. A flowchart consists of four main components: activities, decisions, forks, and joins. Activities are the tasks or steps that are performed in the process. Decisions are the points where a choice must be made between two or more alternatives. Forks are the points where the flow splits into two or more parallel paths. Joins are the points where two or more paths converge. Attributes are not a component of flowchart, but rather a term used to describe the characteristics or properties of an entity or object in a data model. 

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

The future value of the requirements is not a factor that will help with the decision analysis approach to the requirements prioritization process. The future value of the requirements is the expected benefit or return that the requirements will provide in the longterm, which may depend on various assumptions and uncertainties. The future value of the requirements is not a reliable or objective criterion for comparing and selecting the best decision for the requirements outcome.

The other three factors are essential for the decision analysis approach to the requirements prioritization process. The values, goals, and objectives that are relevant to the requirements are the desired outcomes and criteria that the stakeholders want to achieve or satisfy with the solution. The consequences of each possible decision are the impacts and risks that each option will have on the organization and its stakeholders. The nature of the decision that must be made is the type and complexity of the decision, such as whether it is strategic, operational, or tactical, and whether it involves multiple alternatives, trade-offs, or uncertainties. These factors help the business analyst to evaluate and compare the options and to select the best one that maximizes the value and minimizes the risk of the solution. References:

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

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

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

Work breakdown structure creation is a technique that can be used to plan and manage the business analysis work, but it is not a technique to specify or model requirements. Organization modeling, data modeling, and state diagrams are all techniques that can be used to describe different aspects of the requirements, such as the stakeholders, the data, and the behavior of the solution. References:

• CBAP Handbook, page 6, Exam Blueprint, Knowledge Area 4: Requirements Analysis and Design Definition
• BABOK Guide, Chapter 10: Techniques, Section 10.1: Acceptance and Evaluation Criteria Definition, Section 10.8: Data Modeling, Section 10.34: State Modeling, Section 10.37: Work Breakdown Structure

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

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

• BABOK® Guide, p. 104-105, 377-378
• CBAP / CCBA Certified Business Analysis Study Guide, p. 49-50, 52
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 3, Video: “Stakeholder Analysis”

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

• BABOK® Guide, p. 121-122
• CBAP / CCBA Certified Business Analysis Study Guide, p. 295-296
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 4, Video: “Assess Proposed Solution”

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

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

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

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

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.

The waterfall model is a linear and sequential process model that needs to complete each set of tasks in one phase before moving into the next phase in a project development life cycle. The phases are typically requirements, design, implementation, verification, and maintenance. The waterfall model is suitable for projects with well-defined and stable requirements, clear objectives, and minimal risks of changes. References:

• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 2, Video: “Waterfall Model”
• CERTIFIED BUSINESS ANALYSIS PROFESSIONAL, Page 9, Section: “Review the Exam Blueprint”

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 175-176.
• Engaging Stakeholders in Elicitation and Collaboration, paragraph 4
• Top 10 Most Common Requirements Elicitation Techniques, paragraph 2
• A Review of Fundamental Tasks in Requirements Elicitation, paragraph 1

 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”

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.

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

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

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

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

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

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

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

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

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

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

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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 181-182.
• [Requirements Elicitation in Software Engineering Complete Guide …, paragraph 3
• Elicitation Technique Guide | Info-Tech Research Group, paragraph 1
• Requirements elicitation techniques: a systematic literature review …, paragraph 1

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

• ER Diagram (ERD) - Definition & Overview | Lucidchart, paragraph 1-2
• A Guide to the Entity Relationship Diagram (ERD) - Database Star, paragraph 1-2
• ERD Templates | ER Diagram Examples | Moqups, paragraph 1
• What is an Entity Relationship (ER) Diagram - Creately, paragraph 1
• Components of an ER Diagram - TAE - Tutorial And Example, paragraph 1-2

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

• Certified Business Analysis Professional Handbook, page 24
• BABOK Guide, page 121

A 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

 Voting is a technique of requirements prioritization that involves asking the stakeholders to express their preferences for the requirements using various methods, such as ranking, rating, or allocating points or money. Voting helps to achieve consensus and alignment among the stakeholders and to identify the most important and valuable requirements. In this scenario, the business analyst is using a voting method that assigns play money to the requirements, which reflects the relative importance and benefit of each requirement. The requirements with the highest amount of play money are prioritized over the ones with lower amounts.

References:

• BABOK® Guide, p. 55, 376-377
• CBAP / CCBA Certified Business Analysis Study Guide, p. 165-166
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 1, Video: “Requirements Prioritization”

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

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

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

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

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

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

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

The 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

 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

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 10: Solution Evaluation, page 393
• Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Section 10.23: Fishbone Diagrams, page 382-383

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 207-208
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 107-108
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.5: Assess Organizational Readiness, p. 281-282

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

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

 A data flow diagram is a technique that helps to create a high-level overview of a business process by showing the movement and transformation of data between entities and processes. A data flow diagram uses graphical symbols and arrows to represent the sources and destinations of data, the processes that manipulate data, the data stores that store data, and the data flows that transfer data. A data flow diagram can help the BA to understand the current state of the business process, to identify the data requirements and dependencies, and to communicate the data logic and structure to the stakeholders. An entity relationship diagram is a technique that helps to represent the data and information needs of an organization or a solution using graphical or textual symbols and relationships. An entity relationship diagram shows the entities that are relevant to the domain, the attributes that describe the entities, and the relationships that exist between the entities. An entity relationship diagram can help the BA to define and analyze the data requirements, but it does not show the movement and transformation of data between entities and processes. A scope model is a technique that helps to define the boundaries and context of a project or a solution. A scope model shows the elements that are within the scope, the elements that are out of scope, and the interfaces and interactions between the elements. A scope model can help the BA to clarify the scope and objectives of the project or solution, but it does not show the movement and transformation of data between entities and processes. A process model is a technique that helps to represent the activities and tasks that are performed to achieve a specific goal or outcome. A process model shows the sequence and flow of the activities and tasks, the roles and responsibilities of the performers, the inputs and outputs of each activity or task, and the rules and conditions that govern the process. A process model can help the BA to define and analyze the business process, but it does not show the movement and transformation of data between entities and processes. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.18: Data Flow Diagrams, p. 522-524; Section 10.19: Data Modeling, p. 525-527; Section 10.42: Scope Modeling, p. 554-556; Section 10.43: Process Modeling, p. 557-559.

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model and Validate Requirements, p. 263-264
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 159-160
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 9: Solution Evaluation, Section 9.5: Assess Organizational Readiness, p. 261-262

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

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

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

• IIBA BABOK Guide, Section 7.2, Allocate Requirements
• Oh Where, Oh Where Does This Requirement Belong? (BABOK 7.2), Bridging the Gap
• Requirements Allocation, AcqNotes

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

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

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

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

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

 A concept model is a visual representation of the business concepts and their relationships. It helps to clarify the meaning of the terms and concepts used in the requirements. However, different stakeholders may have different levels of understanding and interest in the concept model, depending on their roles and perspectives. Therefore, the BA should use an appropriate level of abstraction to support differing viewports, which are views of the same model that focus on different aspects or levels of detail. This way, the BA can tailor the presentation of the concept model to suit the needs and expectations of each stakeholder group, and help them understand the impacts to their respective daily tasks. References: BABOK Guide v3, p. 112-113; CBAP/CCBA Study Guide, p. 140-141.

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

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

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

• Business analysis approach planning – The Functional BA, paragraph 5
• Introduction & Guidance To Business Analysis Planning and Monitoring, section “Plan Business Analysis Approach”, paragraph 4
• Planning the Analysis Phase: using a Work Breakdown … - Modern Analyst, paragraph 1

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

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

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

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

A governance approach is a technique that helps to define and establish the roles, responsibilities, authorities, and decision-making processes for the business analysis work. A governance approach identifies the stakeholders who have the power and influence to approve, reject, or modify the requirements or the solution, and the criteria and mechanisms for obtaining their approval. A governance approach can help the BA to identify the stakeholder who can approve access to the database, as it can specify who owns the database, who has the authority to grant or deny access, and what are the steps and procedures to request and obtain access. A solution scope is a technique that helps to define the boundaries and context of the solution. A solution scope identifies the elements that are within the scope, the elements that are out of scope, and the interfaces and interactions between the elements. A solution scope can help the BA to clarify the objectives and requirements of the solution, but it does not identify the stakeholder who can approve access to the database. A requirements architecture is a technique that helps to organize and structure the requirements into a coherent and consistent framework. A requirements architecture defines the relationships, dependencies, and hierarchies among the requirements, and the level of detail and abstraction of each requirement. A requirements architecture can help the BA to manage the complexity and traceability of the requirements, but it does not identify the stakeholder who can approve access to the database. A change strategy is a technique that helps to plan and manage the changes to the requirements or the solution throughout the project lifecycle. A change strategy defines the roles and responsibilities, the criteria and procedures, the tools and techniques, and the documentation and communication for handling the changes. A change strategy can help the BA to ensure that the changes are properly identified, analyzed, approved, implemented, verified, and tracked, but it does not identify the stakeholder who can approve access to the database. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.14: Governance Approach, p. 516-517; Section 10.42: Scope Modeling, p. 554-556; Section 10.41: Requirements Architecture, p. 553-554; Section 10.11: Change Control Process, p. 510-512.

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

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

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

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

• Approval Process: Key Governance Procedure, Business Group on Health
• Developing an effective governance operating model, Deloitte
• What is a Governance Process?, WalkMe

Reviews and workshops are effective techniques for validating and negotiating requirements with stakeholders. They can help the BA to identify and resolve any conflicting or contradictory requirements, as well as to gain consensus and agreement among the stakeholders. Reviews can be done in various forms, such as walkthroughs, inspections, or peer reviews. Workshops can be used to facilitate collaborative discussions, brainstorming, and decision making among the stakeholders. Both techniques can help the BA to safeguard against conflicting requirements by ensuring that the requirements are clear, accurate, complete, and aligned with the business goals and needs123. References:

• 1: BABOK Guide v3, Chapter 4: Elicitation and Collaboration, Section 4.5: Validate Requirements
• 2: BABOK Guide v3, Chapter 5: Requirements Life Cycle Management, Section 5.5: Approve Requirements
• 3: BABOK Guide v3, Chapter 10: Techniques, Section 10.32: Reviews, Section 10.50: Workshops

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

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

• IIBA BABOK Guide, Section 3.2, Plan Stakeholder Engagement
• Five-Step Approach to Stakeholder Engagement, BSR
• 5 steps to creating a stakeholder engagement plan (with template), Asana

 A cultural assessment is a process of evaluating the current state of the enterprise culture and how well it aligns with the goals and values of the organization. It can help the BA understand the expectations, experiences, philosophies, and behaviors that guide the stakeholders in the organization. By conducting a cultural assessment, the BA can identify the potential impacts of the solution change on the organizational culture and vice versa. The BA can also use the assessment results to plan for effective change management and stakeholder engagement strategies. References:

• IIBA BABOK Guide, Section 3.5.2, Enterprise Culture Assessment
• Cultural Assessments: What They Are and How To Conduct One, Indeed.com
• Culture Assessment: Definition, Framework, Types of Culture and Questions, QuestionPro.com

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

• Strategy and goals
• Processes and policies
• Structure and roles
• Culture and values
• Systems and technology
• Performance and quality

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 207-208
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 107-108
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.5: Assess Organizational Readiness, p. 281-282

A plan-driven approach to business analysis is a methodology that focuses on minimizing up-front uncertainty and ensuring that the solution is fully defined before implementation begins in order to maximize control and minimize risk. This approach tends to be preferred in situations where requirements are stable and clear, and where changes are costly and disruptive. Therefore, a plan-driven approach has the most business analysis work at the beginning of the project or during the start of a project phase, as it involves detailed planning, analysis, and documentation of the requirements and the solution. A plan-driven approach also requires formal approval and sign-off of the requirements and the solution before moving to the next phase123. References: 1: How to Choose the Right Business Analysis Approach1 2: Plan driven projects versus change driven2 3: Business Analysis Methodology3

Stakeholders are individuals or groups who have an interest in the outcome of a project and can influence its success. Stakeholders can be classified into different categoriesbased on their roles, responsibilities, and perspectives. One common way to categorize stakeholders is by using the RACI matrix, which stands for Responsible, Accountable, Consulted, and Informed. According to this matrix, the following stakeholders participate in the prioritization of requirements:

• Project team: Responsible for delivering the solution that meets the requirements. They are directly involved in the prioritization process and provide input on the feasibility, effort, and risk of each requirement.
• Domain subject matter expert: Consulted for their expertise and knowledge of the business domain and the needs of the end users. They provide input on the importance, value, and urgency of each requirement.
• Project manager: Accountable for the overall success of the project and the alignment of the requirements with the project scope, schedule, and budget. They facilitate the prioritization process and ensure that the stakeholders reach a consensus on the priority levels.

The implementation subject matter expert is not a stakeholder who participates in the prioritization of requirements. They are Informed of the prioritized requirements and the rationale behind them, but they do not provide input or influence the prioritization process. They are responsible for implementing the solution according to the requirements and ensuring that it meets the quality standards and specifications. References:

• IIBA BABOK Guide v3, p. 30, 176, 264
• Five Requirements Prioritization Methods - Business Analyst Articles …
• What Is Requirements Prioritization? Definition & Examples - airfocus
• Business analysts : How to prioritize requirements - Adaptive US
• [5 Popular Requirements Prioritisation Techniques]

Opportunities to prioritize requirements is not something that Rachel should include in her business case, as it is not relevant for the decision-making process. A business case is a document that clearly identifies the reasoning for initiating a project to justify the resources required. It includes the following items12:

• A business problem or opportunity
• Possible solutions and their benefits and disadvantages
• Risks associated with the main solution
• Costs
• Implementation timeline
• Consequences for implementing a solution and for retaining the status quo

Opportunities to prioritize requirements is not one of these items, as it is part of the business analysis process, not the business case. Prioritizing requirements is a technique that helps to rank the requirements in order of importance, urgency, or value for the stakeholders. It helps to determine which requirements should be implemented first, and which ones can be deferred or excluded. Prioritizing requirements is useful for managing the scope, schedule, and budget of the project, but it is not a factor that influences the approval or rejection of the project34.

The other options are things that Rachel should include in her business case, as they are relevant for the decision-making process. A. Time to break even is the period of time required for the project to recover its initial investment. It is a measure of the profitability and feasibility of the project, and it helps to compare different solution options5. C. Follow-on opportunities are the potential benefits or outcomes that can be achieved after the completion of the project, such as new markets, customers, products, or services. They are part of the qualitative and quantitative benefits of the project, and they help to demonstrate the value and alignment of the project with the business vision and strategy. D. Qualitative and quantitative benefits are the positive impacts or results that the project will deliver to the organization and the stakeholders, such as increased revenue, customer satisfaction, efficiency, or quality. They are expressed in both non-numerical and numerical terms, and they help to justify the costs and risks of the project. References:

• How to Write a Business Case (Template Included) - ProjectManager
• How to Write a Business Case | Smartsheet
• Prioritizing Requirements - IIBA®
• How to Prioritize Requirements: Techniques, Tools, and Examples
• Break-Even Analysis - Definition, Formula, Example, and Advantages
• [How to Write a Business Case (with Examples & Template to Help) - Pingboard]
• [Cost-Benefit Analysis: A Quick Guide with Examples and Templates]

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

The conduct stakeholder analysis task is one of the tasks in the business analysis planning and monitoring knowledge area. According to the BABOK® Guide1, this task involves identifying and analyzing the stakeholders of a change, assessing their attitudes, expectations, influence, and interests regarding the change, and determining the best ways to engage and communicate with them. The purpose of this task is to ensure that the business analysis activities are aligned with the needs and concerns of the stakeholders, and that the stakeholders are appropriately involved and informed throughout the change.

The other options are not accurate descriptions of the conduct stakeholder analysis task, but rather:

• A. This is a partial description of the define business need task, which identifies the business problem or opportunity that requires analysis.
• C. This is a partial description of the assess capability gaps task, which compares the current and future states to identify the gaps that must be addressed by a solution.
• D. This is a vague and incomplete description of the conduct stakeholder analysis task, as it does not mention the analysis, assessment, and engagement aspects of the task.

References:

• CBAP® Handbook, page 15, section 4.1.2.3
• BABOK® Guide, page 32, section 3.2.3
• CBAP / CCBA Certified Business Analysis Study Guide, page 96, section 3.2.3
• How To Create a Stakeholder Analysis (With Example)
• How to Perform a Stakeholder Analysis | Lucidchart

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

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 100, section 5.41
• [CBAP Certification Study Guide v3.0], Chapter 5: Strategy Analysis, Section 5.4: Identify Solution Options, page 5-152
• What Is Business Analysis and Why Is It Important? - Indeed, paragraph 4
• More CBAP Preparation Questions – The Functional BA, question 4

Prioritizing requirements by the likelihood of success is a technique that can help build confidence and trust among the project stakeholders, especially if the project is complex, risky, or has a long duration. By delivering some of the requirements that have a highchance of success early in the project, the business analyst can demonstrate the value of the project and the effectiveness of the business analysis process. This can also help reduce resistance to change and increase user satisfaction and adoption. Some of the other factors that can be used to prioritize requirements are business value, urgency, dependency, risk, cost, and effort. References:

• Certified Business Analysis Professional (CBAP) Handbook, page 6, section 4. Review the Exam Blueprint.
• BABOK Guide v3, page 34, section 4.2.3. Prioritize Requirements.

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

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

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

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

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 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.

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

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

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

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

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

• BABOK Guide v3, section 11.6.5.4, page 402
• Risk response strategies: mitigation, transfer, avoidance, acceptance, paragraph 4
• Risk Response Planning: A Guide to Effective Risk Management, paragraph 3

A presentation is a conversation between one or more speakers centering on one specific topic, such as a business analysis technique, a solution option, or a project status update. Presentations are used to communicate information, persuade stakeholders, or demonstrate a solution. Presentations can be delivered in various formats, such as slides, videos, or posters. Presentations are one of the 50 business analysis techniques described in the BABOK® Guide. References:

• BABOK® Guide, section 10.41, Presentation
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 8, Elicitation and Collaboration Techniques, page 247
• Certified Business Analysis Professional™ (CBAP®) | Coursera, course 3, Business Analysis: Elicitation and Collaboration, week 3, Presentation

 The level of decomposition needed for the requirements depends on the complexity of the system, the level of detail required by the stakeholders, and the level of architecture decomposition that is necessary to specify the system being developed. The BA must take into account the stakeholder perspectives when decomposing the requirements, as different stakeholders may have different needs and expectations for the granularity and clarity of the requirements. The BA must also ensure that the decomposed requirements are consistent, feasible, verifiable, and traceable to the higher-level requirements. References:

• BABOK Guide v3, Section 5.2.3: Decompose Requirements - Guidelines and Tools1
• Step 4: Analyze, Refine & Decompose Requirements - AcqNotes2
• MDRE: Developer Derived/Decomposed Requirements | SpringerLink3
• Requirements Decomposition - ArgonDigital | Making Technology a …4
• Requirements decomposition - No Magic Product Documentation

 Quantitative risk analysis is a technique that involves attempting to make and numerically determine the probability of various adverse events and measuring the likely extent of the losses. It uses numerical methods, such as expected monetary value analysis, Monte Carlo simulation, decision tree analysis, and sensitivity analysis, to estimate the likelihood and impact of risk events, and to evaluate the overall risk exposure of the project. Quantitative risk analysis can help to prioritize risks, allocate resources, optimize contingency reserves, and support decision making. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Risk Analysis- Open Courses by Atlantic International University - AIU, paragraph 1
• Which of the following techniques involves attempting to make and numerically determine the probability of various adverse events and measuring the likely extent of the losses?, answer D

The BA should ensure the business needs are articulated from the enterprise perspective, because this will help to align the needs with the strategic goals and objectives of the organization, and to ensure the needs are relevant, feasible, and beneficial for the enterprise as a whole. The other options are not the primary focus of the BA at this stage of defining the business opportunity. While traceability, solution description, and risk assessment are important aspects of business analysis, they are more relevant for later stages of the business analysis process, such as requirements analysis, solution design, and solution evaluation. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

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

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

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

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

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

Flowcharting is a technique that can be an effective tool during quality control to help determine how the problem occurred. It is a graphical representation of the steps, decisions, and interactions involved in a process or a system. It shows the sequence, logic, and flow of information and materials from the start to the end of the process or system. Flowcharting can help to identify the sources, causes, and effects of problems, as well as the potential solutions and improvements. Flowcharting can also help to document, communicate, and standardize the process or system, and to ensure its compliance with the quality standards and requirements. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide
• What is Problem Solving? Steps, Process & Techniques | ASQ, under Helpful problem-solving techniques

 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

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

References:

• [BABOK Guide v3], Section 2.2: Identify Stakeholders, p. 16-17
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 48-49
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Monitoring, Week 2: Plan Business Analysis Governance, Video: Stakeholder Identification Techniques
• Onion Diagram - Stakeholder Mapping, Blog Post, June 2018

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

Stakeholder availability, attitude, and willingness to engage are critical factors for the success of any business analysis effort, as they affect the quality, validity, and acceptance of the requirements and the solution. If the stakeholders are not available or willing to participate in the elicitation, validation, and verification activities, the BA may face difficulties in obtaining, confirming, and managing the requirements, and in ensuring that they meet the stakeholder needs and expectations. Moreover, if the stakeholders are not engaged or supportive of the change initiative, they may delay or reject the approval of the requirements or the solution, which can impact the timeliness of project delivery as well as the realization of the business value. Therefore, the BA should try to schedule stakeholder meetings as early and as frequently as possible, and use various techniques to communicate and collaborate with the stakeholders effectively. The other options are not the best answers, as they are not directly influenced by the stakeholder availability, attitude, and willingness to engage, but rather by other factors, such as the testing strategy, the governance approach, the reuse strategy, or the risk management process. References: Golden Rules of Stakeholder Engagement in Business Analysis, Engaging Stakeholders in Elicitation and Collaboration, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, [BABOK Guide]

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

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

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 4: Requirements Analysis and Design Definition, p. 113-114; Chapter 6: Requirements Life Cycle Management, p. 205-206.
• Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 118-119.

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

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

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

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

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

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

• Breaking down the requirements into smaller and manageable chunks, called user stories or features, that can be delivered in each iteration or sprint
• Prioritizing and refining the requirements backlog, which is the list of all the requirements that need to be addressed in the project, based on the business value and stakeholder feedback
• Collaborating and communicating with the project team and stakeholders frequently and effectively, using various techniques and tools, such as daily stand-ups, retrospectives, demos, etc.
• Adapting and responding to the changing requirements and business needs, using various techniques and tools, such as change requests, impact analysis, traceability, etc.

References:

• [BABOK Guide v3], Section 2.4: Plan Business Analysis Work, p. 24-27
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 43-44
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Monitoring, Week 1: Introduction to Business Analysis Planning and Monitoring, Video: Waterfall vs. Agile
• Agile vs. Waterfall | Pros, Cons, and Key Differences - ProductPlan

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

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

References:

• [BABOK Guide v3], Section 8.4: Assess Enterprise Limitations, p. 206-207
• Measure Solution Performance, Task Card: Assess Enterprise Limitations, p. 2
• How to assess enterprise limitations – The Functional BA, Blog Post, November 2019

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.

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

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

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 9: Data Modeling, p. 326-331.
• Business Analysis Professional (CBAP) Learning documents or resources available on IIBA’s official website and bookstore.

The BA should recommend continuing with the implemented solution, as it is the most feasible and cost-effective option among the given choices. Retiring the implemented solution would mean losing the value that the business is already recognizing from the system, as well as wasting the resources that were invested in the project. Conducting elicitation or planning stakeholder engagement would not necessarily improve the performance of the system, and would incur additional costs and efforts. Therefore, the BA should advise the business to accept the current level of performance and focus on maximizing the value of the system, unless a more viable alternative becomes available in the future. 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. 230-231; Chapter 8: Solution Evaluation, p. 280-281.
• Business Analysis for Practitioners: A Practice Guide, Chapter 6: Solution Evaluation, p. 157-158.

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

• 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.

The BA should recommend to gather more information from the individuals who had errors when they attempted to sign on, as this would help to identify and resolve the root cause of the problem. The BA could use techniques such as interviews, surveys, or observation to collect feedback from the affected users, and to understand their needs, expectations, and challenges. The BA could also analyze the system event log to find out the details and frequency of the errors, and to determine if they are related to the user’s behavior, the system’s design, or the environment’s conditions. By gathering more information, the BA could propose and implement appropriate solutions to improve the overall performance of the pilot application. The other options are not the best recommendations for improving the performance, as they may not address the underlying problem, or may introduce new risks or issues. For example, sending a reminder of the user ID and password may not help if the users already know them, or may compromise the security of the system. Automating the login process may not be feasible or desirable, as it may require significant changes to the system or the user’s preferences. Extending the pilot to more people may not improve the performance, but may worsen it, as more users may encounter the same errors or create more workload for the system. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

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

References:

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

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

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

The approach that would help the BA to understand the functionality definition issues is to use a requirements traceability repository, as this is a technique that helps to track the origin, dependencies, and relationships of the requirements throughout the business analysis process. A requirements traceability repository can help the BA to identify the sources, owners, and stakeholders of the requirements, as well as the changes, impacts, and risks associated with them. By using a requirements traceability repository, the BA can avoid duplication, inconsistency, and ambiguity in the functionality definition, and ensure that the requirements are aligned with the business needs and objectives. References: The answer can be verified from the following sources:

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 6: Requirements Life Cycle Management, p. 209-210; Chapter 10: Requirements Traceability, p. 348-351.
• Business Analysis for Practitioners: A Practice Guide, Chapter 4: Requirements Life Cycle Management, p. 99-100,

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

The BA should recommend implementing a system that coordinates order processing activities in advance with all trips. This approach aims to ensure that orders are ready for loading when the trucks arrive, eliminating the waste of both the truck’s and driver’s time. By aligning order preparation with delivery schedules, the distributor can optimize resource utilization and improve efficiency. References: I need to search for specific references from Business Analysis Professional (CBAP) Learning documents or resources to provide an exact source.

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

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 57
• Senior Business Analysis Certification CBAP® | IIBA®, Business Analysis Planning and Monitoring, page 5

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.

An activity diagram is a technique that is used to model the dynamic aspects of a system or a domain. It shows the sequence and conditions of the actions (or activities) that are performed by the actors or components involved in a business process or a use case. An activity diagram can also show the inputs, outputs, and resources required for each action, as well as the exceptions and alternative paths that may occur. An activity diagram can help to identify and analyze the business processes that need to be performed and managed in the future state of the solution. References: The answer can be verified from the following sources:

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 9: Data Modeling, p. 326-331; Chapter 10: Data Flow Diagrams, p. 336-339; Chapter 10: Activity Diagrams, p. 340-343.
• Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 125-126, 131-132.

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

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.

 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

After completing the initial analysis, the BA will be presenting the expected benefits of the project to the leadership. This is because the BA has already analyzed the current state, the problem domain, and the business objectives of the project, and has identified the value proposition for the customer base. The expected benefits are the measurable outcomes that will indicate the success of the project and the achievement of the business objectives. They will also help to justify the investment and resources required for the project. The expected benefits should be aligned with the strategic goals of the organization and the needs of the stakeholders.

The other options are not correct because they are not the focus of the initial analysis. The project timeline, deliverables, and resource staffing are more related to the planning and execution phases of the project, and they depend on the scope and requirements of the project, which are not yet defined at this point. The BA will be involved in these aspects later in the project, but they are not the primary outputs of the initial analysis. References:

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 3: Business Analysis Planning and Monitoring, pp. 36-37, 42-43; Chapter 6: Strategy Analysis, pp. 130-131, 134-135, 140-141.
• [Business Analysis for Practitioners: A Practice Guide], Chapter 3: Needs Assessment, pp. 41-42, 46-47; Chapter 4: Business Analysis Planning, pp. 67-68, 72-73.