CBAP Exam Dumps - Certified Business Analysis Professional

 Assessing the capability gaps is the business analysis process that involves comparing the current state and the future state of an organization to identify the gaps or differences that must be addressed by a solution. This process helps to understand the root causes of the problems, the needs and opportunities for improvement, and the feasibility and scope of the solution. In this question, the NGQ Company wants to analyze its ability to meet an identified business need, which implies that there is a gap between its current and desired performance. Therefore, assessing the capability gaps is the appropriate process to complete for the organization. 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

Business Analysis Process Flow: Step by Step Tutorial, step 3. Analyze all the project relevant documents

 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 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

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 a project, 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

A current state domain model is a visual representation of the existing business domain, including the entities, attributes, relationships, and rules that define the current situation. A current state domain model can help identify opportunities for improvement by highlighting the gaps, issues, or inefficiencies in the current domain. A current state domain model can also help validate the solution scope with business and technical stakeholders by providing a common understanding of the current domain and its boundaries. A current state domain model can also help assist stakeholders in understanding the current state by showing the structure and logic of the current domain in a simple and clear way. However, a current state domain model cannot help the business analyst create Pareto charts for process improvement, as Pareto charts are a different type of analysis tool that show the frequency and impact of different types of problems or causes. Pareto charts are not based on the current state domain model, but rather on the data collected from the current processes or activities. References: BABOK Guide v3, page 123; CBAP / CCBA Certified Business Analysis Study Guide, page 181.

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®

The business analysis process that ensures that requirements specifications and models meet the necessary standard of quality to allow them to be used effectively to guide further work is verify requirements. According to the BABOK® Guide1, this process involves checking that the requirements are well-defined, clear, consistent, complete, correct, feasible, modifiable, testable, and traceable. It also involves resolving any defects or issues that may affect the quality of the requirements. The purpose of this process is to confirm that the requirements specifications and models accurately reflect the stakeholder needs and expectations, and that they are ready for validation and approval.

The other options are not correct, but rather:

A. Identify constraints and assumptions is a task within the assess capability gaps process, which involves comparing the current and future states of the organization to identify the gaps that must be addressed by a solution.

B. Validate requirements is a process that ensures that the requirements support the delivery of value to the stakeholders and achieve the goals and objectives of the project or initiative. It involves evaluating the alignment, acceptability, and approval of the requirements by the stakeholders.

D. Specify and model requirements is a process that involves defining and representing the requirements in various formats, such as textual, graphical, or tabular. It helps to communicate, analyze, and refine the requirements more effectively.

References:

CBAP® Handbook, page 6, section 4. Review the Exam Blueprint, under Requirements Analysis and Design Definition, task 5.3: Verify Requirements

BABOK® Guide, page 33, section 4.2.3: Verify Requirements

How Do Business Analysts Verify Requirements? (BABOK 6.5)

What Is Requirements Analysis? Process and Techniques

To calculate the break-even point, we need to compare the total costs of the internal solution and the vendor’s solution over time. The internal solution has a higher initial cost ($78,000) and a higher monthly cost ($8,765) than the vendor’s solution ($61,000 and $7,990 respectively). Therefore, the internal solution will take longer to break even with the vendor’s solution. The formula for the break-even point is:

Break-even point = (Initial cost difference) / (Monthly cost difference)

Plugging in the numbers, we get:

Break-even point = ($78,000 - $61,000) / ($8,765 - $7,990) Break-even point = $17,000 / $775 Break-even point = 21.94 months

Rounding up to the nearest whole month, we get 22 months as the break-even point. References: This question is based on the concept of financial feasibility analysis, which is part of the business analysis planning and monitoring knowledge area in the BABOK® Guide. Financial feasibility analysis is the process of comparing the costs and benefits of different solutions to determine the optimal one for the organization. One of the techniques for financial feasibility analysis is break-even analysis, which calculates the point in time when the costs of a solution equal the benefits of the solution. You can find more information about financial feasibility analysis and break-even analysis in the following sources:

BABOK® Guide, section 3.4.5.5, pages 76-77

CBAP / CCBA Certified Business Analysis Study Guide, chapter 3, pages 85-86

Certified Business Analysis Professional™ (CBAP®) | Coursera, course 2, week 3, video 3.3