CBAP Exam Dumps - Certified Business Analysis Professional

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

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

Defining Business Analysis, section 1.3.2, page 7

How to Choose the Right Business Analysis Approach, paragraph 4

Business Analysis Approach, paragraph 2

The Agile Business Analysis Approach Means…, paragraph 1

Defining the Business Analysis Approach in 2023, paragraph 2

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

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

BABOK® Guide, p. 50-51

CBAP / CCBA Certified Business Analysis Study Guide, p. 153-154

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 1, Video: “Specify and Model Requirements”

 A work breakdown structure (WBS) is a visual decomposition of the project scope into smaller and manageable components or deliverables. A WBS is a hierarchical representation of the work that needs to be done to complete the project and achieve its objectives. A WBS defines the scope, schedule, cost, and quality of the project, and helps to allocate the resources and assign the responsibilities for the project. A WBS also helps to identify the dependencies, risks, and issues of the project, and to monitor and control the project performance12. A budgeted cost of work scheduled (BCWS) is a measure of the planned value of the project. A BCWS is the sum of the budgets for all the work packages and activities that are scheduled to be completed by a given date. A BCWS defines the expected cost of the project, and helps to compare the actual cost and the earned value of the project. A BCWS also helps to identify the cost variance and the cost performance index of the project, and to forecast the cost at completion and the estimate at completion13. A resource breakdown structure (RBS) is a visual decomposition of the resources that are needed to complete the project. An RBS is a hierarchical representation of the human and non-human resources that are required to perform the work packages and activities of the project. An RBS defines the types, categories, and quantities of the resources, and helps to estimate, acquire, and manage the resources for the project. An RBS also helps to identify the availability, utilization, and allocation of the resources, and to optimize the resource efficiency and effectiveness14. A product breakdown structure (PBS) is a visual decomposition of the products that are delivered by the project. A PBS is a hierarchical representation of the components and features that make up the products of the project. A PBS defines the scope, quality, and functionality of the products, and helps to design, develop, and test the products for the project. A PBS also helps to identify the requirements, specifications, and standards of the products, and to verify and validate the products1 . References:

CBAP® Handbook

Work Breakdown Structure - iiba.org

Budgeted Cost of Work Scheduled - iiba.org

Resource Breakdown Structure - iiba.org

[Product Breakdown Structure - iiba.org]

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

IIBA BABOK Guide, Section 9.4, Evaluate Solution Options

How to Estimate the Value of a Business Analysis Solution, Bridging the Gap

Business Analysis Techniques: Estimating Value, Business Analyst Learnings

 The requirement ‘’Ability to view policies created in the legacy system for a period of 6 months’’ is a transition requirement. A transition requirement is a temporary requirement that specifies the capabilities or conditions that the solution must have or meet during the transition from the current state to the future state. Transition requirements are typically related to data conversion, training, migration, or decommissioning. In this case, the requirement is needed to ensure that the policies created in the legacy system are still accessible for a limited time after the system is decommissioned, until the new system is fully operational and stable. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Key Concepts, Section 2.4: Requirements Classification Schema, p. 66-67

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 2: Business Analysis Key Concepts, Section 2.4: Requirements Classification Schema, p. 34-35

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

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.5: Confirm Elicitation Results, p. 122-123

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.2: Specify and Model Requirements, p. 253-254