CBAP Exam Dumps - Certified Business Analysis Professional

A current state diagram, also known as an as-is process diagram, is a visual representation of the existing processes and workflows of a business or a system. It can help the BA to understand how the current system operates, what are the inputs, outputs, activities, roles, and interactions involved, and what are the pain points, issues, or gaps that need to be addressed. A current state diagram can help the BA to determine the strengths and weaknesses of the current system by highlighting the areas of efficiency, effectiveness, quality, and customer satisfaction, as well as the areas of waste, redundancy, complexity, and inconsistency1234. By identifying the strengths and weaknesses of the current system, the BA can then define the requirements and design the future state solution that will improve the current situation and meet the stakeholder needs12. References:

• 1: BABOK Guide v3, Chapter 10: Techniques, Section 10.36: Scope Modeling
• 2: BABOK Guide v3, Chapter 10: Techniques, Section 10.37: State Modeling
• 3: What Is Current State Analysis? Benefits and Steps(https://www.indeed.com/career-advice/career-development/current-state-analysis)
• 4: The basics of documenting and analyzing your as-is process(https://www.lucidchart.com/blog/as-is-process-analysis)

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

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

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

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

References:

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

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

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

A performance assessment is a business analysis artifact that evaluates the effectiveness and efficiency of the business analysis work. It can be used to identify and document the improvement areas for the next piece of analysis work, as well as to measure the value delivered by the business analysis outcomes. A performance assessment can include metrics, indicators, targets, and feedback mechanisms that help the BA to monitor and improve the business analysis performance12. References:

• 1: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Performance Improvements
• 2: Tasks Mapped To Artifacts(https://www.modernanalyst.com/Resources/Articles/tabid/115/ID/5769/Tasks-Mapped-To-Artifacts.aspx)

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 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.