CBAP Exam Dumps - Certified Business Analysis Professional

Risk identification is a process that can start with the source of problems or with the problem itself. Risk identification is the process of determining the risks that may affect the project or the solution, and documenting their characteristics. Risk identification can be performed by analyzing the sources of risks, such as the project environment, the stakeholders, the requirements, the assumptions, the constraints, or the dependencies. Risk identification can also be performed by analyzing the problems or issues that may arise during the project or the solution, such as the gaps, conflicts, ambiguities, uncertainties, or changes. Risk identification helps to create a list of potential risks and their causes, impacts, and probabilities for further analysis and response planning12. Risk estimation is a process that follows risk identification. Risk estimation is the process of assessing the likelihood and impact of the identified risks, and prioritizing them according to their severity. Risk estimation helps to quantify the level of risk exposure and the expected value of the risk for decision making12. Risk analysis is a process that follows risk estimation. Risk analysis is the process of evaluating the identified and prioritized risks, and determining the appropriate responses to them. Risk analysis helps to develop strategies and actions to avoid, reduce, transfer, or accept the risks, and to allocate resources and contingency reserves for risk management12. Risk management is a process that encompasses risk identification, risk estimation, risk analysis, and risk monitoring and control. Risk management is the process of planning, identifying, analyzing, responding to, and monitoring and controlling the risks throughout the project or the solution lifecycle. Risk management helps to minimize the negative effects and maximize the positive opportunities of the risks, and to ensure the project or the solution objectives are met12. References: CBAP® Handbook, CBAP® Exam Prep Study Guide

 Document analysis is a requirements elicitation technique that examines the available information, documentation, records, and history of a solution, organization, or cause to identify relevant information to the current business analysis duties. Document analysis helps the business analyst to understand the existing processes, policies, standards, regulations, and systems that may affect the project or the solution. Document analysis also helps to discover the implicit, hidden, or undocumented requirements that may not be easily obtained from other sources. Document analysis can be done using various types of documents, such as business plans, contracts, manuals, reports, diagrams, models, or logs. Document analysis is different from benchmarking, which is a technique that compares the performance or practices of an organization or a solution with those of other organizations or solutions. Document analysis is also different from dataflow diagrams, which are graphical models that show how data moves through a system or a process. Document analysis is not requirements elicitation, which is a general term for the process of gathering and discovering the requirements from various sources and stakeholders. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 181-182.

[Requirements Elicitation in Software Engineering Complete Guide …, paragraph 3

Elicitation Technique Guide | Info-Tech Research Group, paragraph 1

Requirements elicitation techniques: a systematic literature review …, paragraph 1

 According to the BABOK® Guide, a risk is “an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives such as scope, schedule, cost, and quality” (p. 10). A risk can have both positive and negative impacts, depending on the perspective of the stakeholders and the objectives of the solution. For example, a risk of adopting a new technology may be that it increases the productivity of the employees (positive) but also requires more training and maintenance (negative). A risk analysis in the business case should consider both the probability and the impact of the risks, as well as the strategies to mitigate or exploit them. References: BABOK® Guide, p. 10, 114-115; Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3, Week 2, Video: “Risk Analysis and Management”

According to the BABOK Guide, “prioritization is the process of ranking requirements in order of importance or urgency”. However, not all requirements can be prioritized at the same time, especially if they are not stable or well-defined. In such cases, the BA should leave the priority unfilled until the requirements are clarified and agreed upon by the stakeholders. This will avoid premature decisions that may lead to rework, conflicts, or missed expectations. The BA should also communicate the rationale for leaving the priority unfilled and the criteria for assigning it later. References: BABOK Guide, Version 3, Section 6.2.4.3, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8, Page 287

 A schedule constraint is a limitation or restriction on the time available to complete a project or a task. A schedule constraint can be imposed by the organization, the customer, the stakeholders, or the environment. A schedule constraint can affect the scope, quality, cost, and risk of the project or the task. In this case, the 60 day implementation is a schedule constraint that limits the duration of the project and the scope of the changes that can be made to the existing web services. References: BABOK Guide v3, page 36; CBAP / CCBA Certified Business Analysis Study Guide, page 74.

A schedule variance report is a report that shows the difference between the planned and actual schedule of a project. It indicates whether the project is ahead of, on, or behind schedule, and by how much. It also identifies the causes of the schedule variance and the corrective actions needed to bring the project back on track. A status report is a report that provides an overview of the current state of the project, including the scope, schedule, cost, quality, risks, issues, and deliverables. A delay report is a report that documents the reasons for a delay in the project, the impact of the delay, and the mitigation strategies to minimize the delay. A cost variance report is a report that shows the difference between the planned and actual cost of a project. It indicates whether the project is under or over budget, and by how much. It also identifies the causes of the cost variance and the corrective actions needed to control the project cost. References: CBAP® Handbook, CBAP® Exam Prep Study Guide, Project Management Institute

 Passive observation is a technique of observing the behavior and activities of stakeholders without asking questions or influencing them in any way. Passive observation can help to capture the actual work processes and environment of the stakeholders, as well as any issues or challenges they face. Passive observation can also reduce the bias or distortion that may arise from direct interaction with the stakeholders. References: BABOK Guide v3, page 97; CBAP / CCBA Certified Business Analysis Study Guide, page 163.

Rough order of magnitude (ROM) cost estimating is a process of estimating the costs of the proposed solutions with a high level of uncertainty, usually in the range of -25% to +75%. ROM cost estimating is used to compare the feasibility and affordability of different solutions and to support decision making. ROM cost estimating is not a detailed or accurate process, but rather a quick and approximate way of assessing the costs of the solutions. References: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 6: Requirements Analysis, page 202. Certified Business Analysis Professional (CBAP®) Handbook, page 6.