CBAP Exam Dumps - Certified Business Analysis Professional

A resource breakdown structure (RBS) is a type of chart that shows which resources are needed in the project and allows you to group the resources by project phase or other attributes. A resource is anything that is required to perform the project activities, such as human resources, equipment, materials, facilities, etc. A RBS is a hierarchical representation of the resources, where each level represents a category or a subcategory of resources. A RBS helps to plan, allocate, monitor, and control the resources for the project. A RBS also helps to identify the dependencies and constraints among the resources, as well as the potential risks and opportunities related to the resources. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 237; CBAP Sample Questions, question 237.

An Ishikawa diagram, also known as a fishbone diagram or a cause-and-effect diagram, is a graphical tool that shows the causes of a certain event. It is one of the seven basic tools of quality control and it is widely used in product design and quality defect prevention. A common use of this diagram is to identify potential factors causing an overall effect, such as a problem or a goal. It helps identify causal factors and contributing causes by organizing them into categories, such as people, processes, equipment, materials, environment, etc. The diagram can be created by brainstorming the causes and grouping them into major categories. The diagram can then be analyzed to find the root causes and the most significant causes of the effect. References:

Ishikawa diagram - Wikipedia, paragraph 1

Cause and Effect Diagram (aka Ishikawa, Fishbone) - Six Sigma Study Guide, paragraph 1

Quality tool: Cause and effect diagram | CQI | IRCA, paragraph 1

Diagrams are visual representations of information that can be used to define boundaries for business domains, categorize and create a hierarchy of items, and show data sources and their relationships for specific audiences. Diagrams can include various types of models, such as context diagrams, class diagrams, data flow diagrams, entity relationship diagrams, use case diagrams, and swimlane diagrams. Diagrams can help the BA to communicate complex information in a clear and concise way, and to elicit, analyze, and validate requirements with stakeholders. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

 Developing a project charter is the process of developing a document that formally authorizes a project or a phase. A project charter is a high-level document that defines the project vision, objectives, scope, deliverables, stakeholders, roles and responsibilities, assumptions, constraints, risks, and success criteria. It also identifies the project sponsor, the project manager, and the project budget and schedule. The project charter provides the direction and guidance for the project and serves as a reference point for future decisions and changes. The project charter is usually created by the project sponsor or the customer, in collaboration with the project manager and the business analyst, and approved by the key stakeholders. References: [IIBA BABOK Guide v3], section 5.1.1, page 161; [CBAP / CCBA Certified Business Analysis Study Guide], chapter 6, page 233; CBAP Sample Questions, question 245.

The business analysis approach is used by the BA Professional to guide which sources of information and which results are to be compared when confirming the elicitation results. The business analysis approach is a description of the methodology, techniques, tools, and deliverables that will be used to conduct the business analysis work. The business analysis approach can help the BA Professional to determine the best way to compare and validate the elicitation results, and to ensure that they are consistent, complete, and accurate. The business analysis approach can also help the BA Professional to identify and resolve any conflicts, gaps, or issues that may arise from the elicitation results. Information management approach, business analysis plan, or elicitation activity plan are not the best options for guiding which sources of information and which results are to be compared, because they are either too specific, too general, or not directly related to the confirmation of the elicitation results. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 165

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 4: Elicitation and Collaboration, section 4.3: Confirm Elicitation Results, page 81

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 4: Elicitation and Collaboration, page 165