CBAP Exam Dumps - Certified Business Analysis Professional

 The method that the BA should use so the stakeholders can review the document before final approval is e-mail. E-mail is a communication technique that allows the BA to send and receive messages and documents electronically. E-mail can be used to share information, elicit feedback, confirm agreements, and document decisions. E-mail is suitable for situations where the stakeholders are geographically dispersed, have different time zones, or have limited availability for meetings. E-mail can also provide a record of the communication and the review process. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, Section 4.3: Communicate Business Analysis Information, p. 175-176

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.4: Manage Stakeholder Collaboration, p. 118-119

 The CFO’s resistance to replacing the older vehicles and suggesting that the truck drivers manually send the truck location from a handheld mobile device every 20 minutes is an opportunity cost. An opportunity cost is the value of the next best alternative that is foregone as a result of making a decision. In this case, the opportunity cost of not replacing the older vehicles is the potential loss of customer satisfaction, retention, and loyalty due to the less accurate and less convenient tracking system. The CFO is choosing to save money on the upfront cost of buying new trucks, but at the expense of losing the competitive advantage and long-term benefits of having a live parcel tracking system. References:

IIBA BABOK Guide, Section 10.23, Decision Analysis

Opportunity Cost: Definition, Real-World Examples, How to Calculate, The Balance

What is Opportunity Cost and How to Calculate It, Investopedia

 The BA needs to compare the value and costs of different design options, such as a customized version of the existing software or a fully made to order solution. The potential value is the benefit that the solution will provide to the bank, such as improved efficiency, accuracy, and security. The design options are the alternative ways of meeting the needs and requirements of the bank, such as modifying the existing software or developing a new one. The BA needs to evaluate the trade-offs between the value and costs of each option and recommend the most feasible and desirable one. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 217

Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Section 6.4: Define Design Options, pages 142-144

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Strategy Analysis, Week 3: Define Design Options

 A focus group is a technique that helps to elicit the opinions, preferences, and feedback of a group of stakeholders about a specific topic, such as a prototype of a new web-based application. A focus group is facilitated by a moderator who guides the discussion and encourages the participants to share their views and experiences. A focus group can help the BA to understand the stakeholders’ perception, ideas, and attitudes about the prototypes, and to identify any issues, gaps, or improvements. A decision analysis is a technique that helps to evaluate and compare the possible outcomes of different alternatives using criteria such as costs, benefits, risks, and impacts. A decision analysis can help the BA to select the best solution option, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. A prioritization is a technique that helps to rank the requirements or solution options based on their relative importance, urgency, value, or dependency. A prioritization can help the BA to determine the optimal scope and sequence of the solution delivery, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. A brainstorming is a technique that helps to generate a large number of ideas or solutions in a short time by encouraging the participants to think creatively and freely. A brainstorming can help the BA to explore different possibilities and perspectives, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.24: Focus Groups, p. 532-533; Section 10.16: Decision Analysis, p. 518-520; Section 10.38: Prioritization, p. 550-552; Section 10.7: Brainstorming, p. 503-504.

 The BA can use organizational modeling to highlight the required changes to the structure. Organizational modeling is a technique that involves creating a graphical representation of the roles, responsibilities, relationships, and reporting lines within an organization. It can help to illustrate the current and future states of the organization, identify the gaps and impacts of the change, and communicate the proposed solution to the stakeholders. In this case, the BA can use organizational modeling to show how the process for the first contact resolution for customer issues will be streamlined by having a single point of contact instead of two separate divisions. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 207-208

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 107-108

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.5: Assess Organizational Readiness, p. 281-282

The BA’s first step is to perform a gap analysis to understand the missing capabilities of the COTS tool and the existing manual processes. A gap analysis is a technique that compares the current state and the desired future state of a solution or a process, and identifies the gaps or differences between them. By performing a gap analysis, the BA can determine the feasibility, suitability, and risks of using the COTS tool to automate the existing manual processes, and identify the requirements and changes needed to bridge the gaps. The other options are not the first steps, as they may either be premature, unnecessary, or ineffective without a proper gap analysis. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 206

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 106

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Strategy Analysis, Week 2: Analyze Current State, video: “Gap Analysis”

A stakeholder engagement approach is a plan that describes how the BA will interact with the stakeholders, identify their needs and expectations, and address their concerns and issues. A stakeholder engagement approach can help the BA avoid disagreements and conflicts by ensuring that the stakeholders are involved and informed throughout the business analysis process, and that their feedback and input are considered and incorporated. A stakeholder engagement approach can also help the BA build trust and rapport with the stakeholders, and manage their expectations and influence levels. By following a stakeholder engagement approach, the BA can ensure that the business analysis approach and the budget estimates are aligned with the stakeholder needs and agreed upon by all the relevant parties. References:

IIBA BABOK Guide, Section 3.2, Plan Stakeholder Engagement

Five-Step Approach to Stakeholder Engagement, BSR

5 steps to creating a stakeholder engagement plan (with template), Asana

This question is based on a case study that compares four scenarios for implementing a new system for a bank. The case study provides the following information about the duration of each scenario:

Scenario 1: 6 months

Scenario 2: 9 months

Scenario 3: 10 months

Scenario 4: 7 months

The question asks for the time difference in days between the shortest and longest implementation. The shortest implementation is Scenario 1, which is 6 months or 180 days. The longest implementation is Scenario 3, which is 10 months or 300 days. Therefore, the time difference in days is 300 - 180 = 120 days. References: The case study is available in the CBAP® Exam Sample Questions and Exam Blueprint document1. The answer is also verified by the CBAP® Exam Answer Key document2. Both documents are accessible from the IIBA® website3.