CBAP Exam Dumps - Certified Business Analysis Professional

 Solution scope is the set of capabilities a solution must deliver in order to meet the business need. It describes what is included in the solution, such as features, functions, and characteristics. Solution scope is not concerned with how the solution is delivered, but rather what the solution is. Solution scope is defined by the business analyst based on the business needs and requirements of the stakeholders. References:

• Business Analysis Professional (CBAP) Certification
• Solution Scope – An Insight
• Solution Scope vs. Project Scope

 Decision analysis is a technique of evaluating the possible outcomes of different alternatives and choosing the best one based on the criteria and preferences of the stakeholders. Decision analysis can be used to assess potential risks that may impact the solution and the cost and benefits associated with it, by using methods such as decision trees, decision tables, or expected value analysis. Decision analysis can help to select the optimal solution that maximizes the value and minimizes the risk for the organization. References: BABOK Guide v3, page 130; CBAP / CCBA Certified Business Analysis Study Guide, page 185.

Recording the dependencies and relationships for the requirements is a technique of identifying and documenting how the requirements are linked or influenced by each other or by external factors. Recording the dependencies and relationships can help to determine the sequence in which requirements are to be addressed, by showing which requirements must be implemented before, after, or in parallel with other requirements. This can help to plan and manage the requirements implementation, and to avoid any conflicts or gaps in the requirements. References: BABOK Guide v3, page 52; CBAP / CCBA Certified Business Analysis Study Guide, page 160.

 Functional decomposition is a technique that helps the business analyst understand the scope of the work by breaking down the scope into smaller work products. Functional decomposition is the process of identifying the high-level functions or capabilities of a solution and then dividing them into lower-level functions or sub-functions. This technique helps to create a hierarchical structure of the solution scope, which can be used to define the requirements, design the solution, and plan the project. Functional decomposition can also help to identify the dependencies, interfaces, and risks among the functions or sub-functions of the solution. References:

• BABOK Guide v3, section 10.25, page 512-513
• Solution Scope – An Insight, section 1.2, paragraph 2
• Software Project Scope | Solution Scope in Business Analysis, paragraph 2

According to the BABOK Guide, a change-driven approach to business analysis is characterized by frequent delivery of value to stakeholders, iterative planning and feedback, and adaptive responses to changing needs and priorities. In such an approach, communications are managed by focusing more on the frequency of communication and using face-to-face channels as much as possible. This helps to ensure that information is sharedquickly and effectively, and that feedback loops are established and maintained. Formal communications are less emphasized in a change-driven approach, as they may slow down the delivery process and introduce unnecessary overhead. Ad hoc communications are not sufficient for managing change-driven projects, as they may lead to inconsistency, confusion, and missed information. References:

• BABOK Guide, section 2.5.3, page 35
• How to create a business analysis communication plan, paragraph 2
• CBAP/CCBA/ECBA Certification Practice Test, question 8

To compare the two solutions, we need to calculate the total cost of ownership (TCO) for each option over a given period of time. The TCO includes both the initial investment and the ongoing support costs. The formula for TCO is:

TCO=I+(S×T)

whereIis the initial investment,Sis the monthly support cost, andTis the number of months.

For the inhouse solution, the TCO is:

TCOinhouse​=65,000+(5,600×T)

For the vendor solution, the TCO is:

TCOvendor​=49,000+(6,100×T)

To find the breakeven point, we need to set the two TCOs equal to each other and solve forT:

65,000+(5,600×T)=49,000+(6,100×T)

Simplifying and rearranging, we get:

T=50016,000​=32

This means that the two solutions have the same TCO after 32 months. Therefore, the inhouse solution is cheaper if the solution is used for less than 32 months, and the vendor solution is cheaper if the solution is used for more than 32 months. Hence, the correct answer is A.References:BABOK® Guide, p. 97-98;Certified BusinessAnalysis Professional™ (CBAP®) | Coursera, Course 2, Week 3, Video: “Financial Analysis Techniques”

 A constraint is a factor that limits the options or the performance of the project or the solution. Constraints are usually imposed by external factors, such as laws, regulations, standards, policies, resources, time, or budget. Constraints can affect the feasibility, desirability, and suitability of the solution, and may require trade-offs or compromises among the requirements. A constraint is different from a requirement, which is a condition or capability that the solution must have or meet to satisfy the stakeholder needs and expectations123.

In this question, the $300,000 represents a constraint, as it is a factor that limits the options or the performance of the solution. The customer demands that the solution should not cost more than $300,000 to implement and support for one year, which means that the solution must fit within this budget constraint. This constraint may affect the choice of technologies, processes, or features that the solution can include, and may require prioritizing or eliminating some requirements to meet the budget limit. References: 1: BABOK® Guide v3, section 3.4.2 Assess Capability Gaps, page 70 2: CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 109 3: Business Analysis Techniques: Identifying Constraints, page 24

 Requirements elicitation is not a business analysis planning and monitoring approach, but a business analysis task that involves identifying and documenting the needs andexpectations of stakeholders. Business analysis planning and monitoring is the knowledge area that covers the tasks of defining the business analysis approach, planning the business analysis activities, managing the business analysis performance, and communicating the business analysis information. The other three options are examples of techniques that can be used in business analysis planning and monitoring, such as structured walkthroughs for validating the business analysis approach, decision analysis for selecting the best solution option, and process modeling for defining the business analysis process. References: BABOK Guide, Business Analysis Planning and Monitoring, Requirements Elicitation and Collaboration