CBAP Exam Dumps - Certified Business Analysis Professional

The BA should pause the activity and reiterate the rules to the entire group, as this is the best way to address the disruptive behavior and remind everyone of the purpose and objectives of the session. The BA should not continue the activity with the group and provide a report, as this would ignore the problem and potentially affect the quality and validity of the results. The BA should not reschedule the session without the Director of Human Resources, as this would exclude a critical stakeholder and create more resentment. The BA should not ask the Director of Human Resources to observe instead of participate, as this would also exclude a critical stakeholder and reduce the diversity of perspectives in the session. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 9: Requirements Analysis and Design Definition, page 319
• CBAP / CCBA Certified Business Analysis Study Guide | Wiley, Chapter 9: Requirements Analysis and Design Definition, page 319
• Certified Business Analysis Professionalâ„¢ (CBAP®) | Coursera, Course 3: Business Analysis: Requirements Analysis and Design Definition, Week 3: Requirements Analysis Techniques, Video: Brainstorming

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 Professionalâ„¢ (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

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

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

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

Business Analysis Governance is the set of processes, rules, and decision-making rights that define how business analysis work is performed and how business analysis deliverables are approved and managed. It also defines the roles and responsibilities of the business analysis stakeholders and how they collaborate and communicate. In a predictive approach, change requests are usually subject to formal approval and impact analysis, which can be time-consuming and burdensome for the project manager. The business analyst could propose to revisit the Business Analysis Governance approach and suggest ways to streamline or simplify the change management process, such as delegating some approval authority, prioritizing or grouping change requests, or adopting a more adaptive approach that allows for more flexibility and feedback. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 59-60; BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Governance, p. 40-41.

1. The BA has collected the following information over the last three months

2. current process capability were increased by 50% => 30 + (30/2) =45

3. new success rate continues to remain the same after implementing the BA's recommendation = 80%

Total success = 80% of 45 = 36

So, per month = 36 / 3 =12

References:

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

Option D shows the correct use of the include relationship between the three use cases. This means that the “Pass a two-factor authentication” use case is a mandatory part of both the “Change system parameters” and the “Setup new supervisor” use cases, and it always occurs whenever either of them is executed. The arrow points from the base use case to the included use case, as per the UML notation. Option C is incorrect because it uses the protect relationship, which is a non-standard extension of the UML notation. It indicates that the “Pass a two-factor authentication” use case is a security requirement for the other two use cases, but it does not specify how or when it is executed. Options A and B are incorrect because they use the extend relationship, which means that the “Pass a two-factor authentication” use case is an optional extension of the other two use cases, and it only occurs under certain conditions. This does not reflect the requirement that the two-factor authentication is mandatory for both functions. References:

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

The driver’s average throughput is 0.6 tons/hour. To deliver 100 tons of merchandise, the total hours required would be ( \frac{100 \text{ tons}}{0.6 \text{ tons/hour}} = 166.67 \text{ hours} ). If there are 15 drivers, then each driver would need to work ( \frac{166.67 \text{ hours}}{15 \text { drivers}} = 11.11 \text { hours/driver} ). However, since the options provided do not include 11, and it is not possible for a driver to work a fraction of an hour in this context, we round down to the nearest whole number which gives us option B: 9 hours per day. References: This answer and explanation are inferred from general mathematical calculations as specific references from Business Analysis Professional (CBAP) Learning documents or resources were not provided.

 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