CBAP Exam Dumps - Certified Business Analysis Professional

Solution components are the parts of the physical architecture that implement the solution requirements. They include business processes, business policies, business rules, software applications, hardware devices, data structures, and other elements that constitute the solution. Solution components are identified and defined during the design process, and they are allocated to the requirements during the allocate requirements process. The purpose of allocating requirements to solution components is to ensure that each requirement is fulfilled by one or more solution components, and that each solution component contributes to one or more requirements123.

Assessment of proposed solution is not a solution component, but a technique that evaluates the feasibility, desirability, and suitability of a solution option. Assessment of proposed solution is used during the enterprise analysis process, which involves defining thebusiness need, assessing the capability gaps, determining the solution approach, defining the solution scope, and defining the business case. The purpose of assessing the proposed solution is to compare the expected benefits and costs of the solution option, and to identify the risks, assumptions, and dependencies that may affect the solution delivery456. References: 1: BABOK® Guide v3, section 7.2 Allocate Requirements, page 254 2: CBAP / CCBA Certified Business Analysis Study Guide, chapter 7, page 243 3: Allocation and Traceability7 4: BABOK® Guide v3, section 3.4.5.1 Assessment of Proposed Solution, page 75 5: CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 122 6: Business Analysis Techniques: Assessing the Proposed Solution, page 27

 A top-down estimate is an estimate based on past projects to predict the current cost and/or duration of the current project. It is also called an analogous estimate, as it involves using data from previous, similar projects to estimate activity durations1. Top-down estimates are usually done at the early stages of a project, when there is notenough detail or information available to perform more accurate estimates. They are useful for providing a rough order of magnitude (ROM) or a ballpark figure for the project scope, cost and schedule. Top-down estimates are typically faster and cheaper to produce than bottom-up estimates, but they are also less accurate andreliable23. References: 2: Project Cost Estimation: How to Estimate Project Cost - ProjectManager2 3: 11 Cost Estimating Methods (With Formulas and Examples) | Indeed.com3 1: Understanding the Analogous Estimating Technique | Runn1

The conduct stakeholder analysis task is one of the tasks in the business analysis planning and monitoring knowledge area. According to the BABOK® Guide1, this task involves identifying and analyzing the stakeholders of a change, assessing their attitudes, expectations, influence, and interests regarding the change, and determining the best ways to engage and communicate with them. The purpose of this task is to ensure that the business analysis activities are aligned with the needs and concerns of the stakeholders, and that the stakeholders are appropriately involved and informed throughout the change.

The other options are not accurate descriptions of the conduct stakeholder analysis task, but rather:

• A. This is a partial description of the define business need task, which identifies the business problem or opportunity that requires analysis.
• C. This is a partial description of the assess capability gaps task, which compares the current and future states to identify the gaps that must be addressed by a solution.
• D. This is a vague and incomplete description of the conduct stakeholder analysis task, as it does not mention the analysis, assessment, and engagement aspects of the task.

References:

• CBAP® Handbook, page 15, section 4.1.2.3
• BABOK® Guide, page 32, section 3.2.3
• CBAP / CCBA Certified Business Analysis Study Guide, page 96, section 3.2.3
• How To Create a Stakeholder Analysis (With Example)
• How to Perform a Stakeholder Analysis | Lucidchart

 Focus groups are a type of requirements elicitation activity that involve gathering a group of stakeholders from different perspectives and backgrounds to discuss a specific topic or issue. Focus groups can help to identify the ideas and attitudes of the stakeholders about the current situation, the desired outcomes, the problems, the solutions, and the actions needed to improve the service. Focus groups can also help to generate new ideas, uncover hidden needs, and reveal conflicting opinions. Focus groups are facilitated by a moderator who guides the discussion, asks open-ended questions, and encourages participation from all members. Focus groups are usually recorded and analyzed to extract the key findings and requirements1234. References: 1: Software Engineering | Requirements Elicitation - GeeksforGeeks 2: A Review of Fundamental Tasks in Requirements Elicitation 3: Top 10 Most Common Requirements Elicitation Techniques 4: 20 Tips for Effective Requirements Elicitation | Inflectra

Alternative generation is a business analysis element that tries to identify as many potential options as possible to meet the business objectives and fill identified gaps in capabilities. Alternative generation is part of the strategy analysis knowledge area, which involves defining the business need, assessing the current state, defining the future state, identifying solution options, and recommending a solution. Alternative generation helps to explore the possible ways to achieve the desired outcomes, and to evaluate the feasibility, viability, and suitability of each option. Alternative generation can use various techniques, such as brainstorming, benchmarking, market analysis, or SWOT analysis, to generate and compare different solution alternatives. References:

• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 100, section 5.41
• [CBAP Certification Study Guide v3.0], Chapter 5: Strategy Analysis, Section 5.4: Identify Solution Options, page 5-152
• What Is Business Analysis and Why Is It Important? - Indeed, paragraph 4
• More CBAP Preparation Questions – The Functional BA, question 4

A plan-driven approach to business analysis is a methodology that focuses on minimizing up-front uncertainty and ensuring that the solution is fully defined before implementation begins in order to maximize control and minimize risk. This approach tends to be preferred in situations where requirements are stable and clear, and where changes are costly and disruptive. Therefore, a plan-driven approach has the most business analysis work at the beginning of the project or during the start of a project phase, as it involves detailed planning, analysis, and documentation of the requirements and the solution. A plan-driven approach also requires formal approval and sign-off of the requirements and the solution before moving to the next phase123. References: 1: How to Choose the Right Business Analysis Approach1 2: Plan driven projects versus change driven2 3: Business Analysis Methodology3

Mitigation is not a category of risk tolerance, but rather a strategy for reducing the probability or impact of a risk. Risk tolerance refers to the degree of uncertainty that a stakeholder is willing to accept in relation to the achievement of the project or solution objectives. According to the BABOK® Guide1, there are three categories of risk tolerance associated with the stakeholders: risk-averse, risk-neutral, and risk-seeking. These categories are based on how much risk the stakeholders can tolerate and how they perceive the potential rewards of taking risks.

• Risk-averse stakeholders prefer to avoid risks or minimize their exposure. They tend to choose safer options that have lower returns but higher certainty. They may require more analysis and evidence before making decisions or approving requirements.
• Risk-neutral stakeholders are indifferent to risks and rewards. They base their decisions on the expected value of the outcomes, regardless of the uncertainty involved. They may accept higher risks if they are compensated by higher returns, or lower risks if they are accompanied by lower returns.
• Risk-seeking stakeholders prefer to take risks or maximize their exposure. They tend to choose riskier options that have higher returns but lower certainty. They may be willing to accept lower levels of analysis and evidence before making decisions or approving requirements.

References:

• CBAP® Handbook, page 6, section 4. Review the Exam Blueprint, under Requirements Analysis and Design Definition, task 5.1: Prioritize Requirements
• BABOK® Guide, page 33, section 4.2.1: Prioritize Requirements
• Risk Tolerance - Overview, Factors, and Types of Tolerance
• Applying stakeholder risk tolerance strategies in business

The all out approach is a timeboxing or budgeting technique that involves excluding all the requirements for a start and then including the ones that can be implemented within the constrained time or budget. Henry is using this approach by removing the requirements from the allowed list until he meets the budget limit. This is different from the all in approach, which involves including all the requirements necessary for the solution and then removing or postponing the ones that will cause the project to exceed the deadline or budget. The parametric approach is a cost estimation technique that uses statistical relationships between historical data and other variables. The selective approach is a prioritization technique that involves ranking the requirements based on their value and urgency. References:

• CBAP Certification Study Guide v3.0, p. 223
• BABOK Guide v3, p. 156