CBAP Exam Dumps - Certified Business Analysis Professional

The number of communication channels in a project is calculated by the formula:

n(n−1)/2

, where

n

is the number of stakeholders. Therefore, if there are 50 stakeholders in the current project, the number of communication channels is:

50(50−1)/2=1225

Communication channels are the pathways or mediums through which information is exchanged among the stakeholders. The more stakeholders involved in a project, the more communication channels are needed, and the more complex the communication management becomes. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 236; CBAP Sample Questions, question 248.

The initiating process group is the one that occurs at the beginning of the project. It involves defining the project scope, objectives, and deliverables, obtaining the project authorization, identifying the key stakeholders, and establishing the project manager’s authority. The initiating process group helps to set the vision and direction of the project, and aligns it with the strategic goals of the organization. The initiating process group also ensures that the project is feasible, viable, and desirable, and that it has the necessary support and resources to proceed. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47

Project Management Process Groups - Villanova University, under Initiating Process Group

The Five Traditional Process Groups Explained - Project Management Academy, under Initiating Phase

 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.

 A trainer is a role that works with the project team to understand the deliverables and then teaches the users of the deliverables how to utilize the project’s product. A trainer is responsible for designing, developing, and delivering training programs and materials that enable the users to learn and apply the skills and knowledge required to use the project’s product effectively and efficiently. A trainer also evaluates the effectiveness and outcomes of the training programs and provides feedback and support to the users and the project team12. An end user is a role that uses the project’s product to perform their tasks or functions. An end user is the ultimate beneficiary of the project’s product, and their needs and expectations are the primary drivers of the project’s requirements and scope. An end user also provides feedback and input to the project team throughout the project lifecycle, and participates in testing and validating the project’s product13. A database analyst is a role that designs, develops, and maintains the database systems and structures that store and manage the data and information for the project’s product. A database analyst is responsible for analyzing the data and information requirements and specifications, creating and modifying the database schemas and models, ensuring the data quality and integrity, and optimizing the database performance and security14. A stakeholder is a role that has an interest or influence in the project or the project’s product. A stakeholder can be an individual, group, or organization that is affected by or can affect the project’s outcomes and objectives. A stakeholder can have different roles and responsibilities in the project, such as a sponsor, a customer, a supplier, a regulator, a team member, or a subject matter expert15. References:

CBAP® Handbook

Trainer - iiba.org

End User - iiba.org

Database Analyst - iiba.org

Stakeholder - iiba.org

The BA should recommend to eliminate the requirement that does not deliver benefit to any of the stakeholders and does not align with the solution scope. This is because the requirement is not necessary, valuable, or feasible, and it may introduce unnecessary complexity, cost, or risk to the solution. Eliminating the requirement would help to optimize the solution and ensure that it meets the stakeholder needs and expectations. Updating the solution design, re-evaluating the future state, or changing the solution scope are not the best options because they do not address the root cause of the problem and may result in scope creep or rework. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 115

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.6: Assess Requirements Changes, page 64

 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

 The user interface is the part of a system that allows the actual users to interact with one another, the system, or data moved between two users. The user interface is the means by which the users can input, view, manipulate, or output information through the system. The user interface can be graphical, textual, auditory, tactile, or a combination of these. The user interface is an important aspect of the user experience and usability of the system. The user interface should be designed to meet the user needs, preferences, and expectations, as well as the system requirements and constraints. References: IIBA BABOK Guide v3, section 9.1.2, page 326; CBAP / CCBA Certified Business Analysis Study Guide, chapter 7, page 251; CBAP Exam Questions - Institute i4, question 241.

 A RACI chart is a matrix that defines the roles and responsibilities of the stakeholders involved in a task or a process. RACI stands for Responsible, Accountable, Consulted, and Informed. A RACI chart helps to clarify who is responsible for performing the work, who is accountable for the outcome, who needs to be consulted for input or feedback, and who needs to be informed of the progress or results. A RACI chart is important to ensure that the roles and responsibilities of the stakeholders are tracked and communicated, and that there is no confusion, duplication, or omission of tasks. References: [IIBA BABOK Guide v3], section 2.2.2.4, page 25; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 237; CBAP Sample Questions, question 235.