CBAP Exam Dumps - Certified Business Analysis Professional

Before making a presentation about the requirements for a large software development project, Gary should determine an appropriate format for the presentation. This means he should consider the following factors:

• The audience: Who are the stakeholders that will attend the presentation? What are their roles, interests, and expectations? How familiar are they with the project and the requirements? How much detail do they need to understand the requirements?
• The purpose: What is the goal of the presentation? Is it to inform, persuade, or seek feedback from the stakeholders? What are the key messages and takeaways that Gary wants to convey?
• The time: How much time does Gary have to present the requirements? How can he allocate the time effectively to cover the most important and relevant aspects of the requirements?
• The tools: What tools and resources does Gary have to create and deliver the presentation? Does he have access to a projector, a laptop, a microphone, or a whiteboard? What software or applications does he need to use to create the presentation slides or documents?
• The style: How can Gary make the presentation engaging, clear, and professional? What visual aids, diagrams, charts, or examples can he use to illustrate the requirements? How can he use colors, fonts, images, and animations to enhance the presentation? How can he structure the presentation to have a logical flow and a strong introduction and conclusion?

By determining an appropriate format for the presentation, Gary can ensure that he communicates the requirements effectively and efficiently to the stakeholders, and that he addresses their needs and concerns.

References:

• How to Make Interesting Presentations for Software Projects, paragraphs 1-3
• How To Write The Software Development Project Brief, steps 1-7
• Complete Guide to Software Development Requirements, paragraphs 1-2

 Identifying the stakeholders early on in the business analysis duties helps the business analyst to understand the needs, expectations, and interests of the stakeholders, as well as their influence and authority on the project. This helps the business analyst to plan and manage the requirements activities, communicate effectively with the stakeholders, and address any issues or conflicts that may arise. By involving the stakeholders throughout the business analysis process, the business analyst can ensure that the requirements deliverables are aligned with the stakeholder needs and expectations, and that they are delivered on time and within budget. References:

• IIBA, A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, 2015, p. 30-311
• IIBA, Business Analysis Competency Model, Version 4, 2018, p. 142

Overlooking a key set of stakeholders can have serious consequences for the project, as they may have different needs, expectations, and perspectives than the existing stakeholders. Their requirements may conflict with or invalidate the ones that have been already elicited and analyzed, leading to rework, delays, and increased costs. Alternatively, they may introduce new requirements that require changes to the project scope, schedule, budget, or quality. Therefore, it is important to identify all relevant stakeholders as early as possible in the business analysis process and to engage them throughout the project lifecycle. References:

• CBAP Handbook, page 12, section 2.0 Nine-Steps to Certification, step 3. Enter Your Eligibility Details into the BA Development Log
• [BABOK Guide], page 30, section 2.2 Conduct Stakeholder Analysis, task description and output
• CBAP/CCBA Study Guide, page 55, section 2.2.3 Stakeholder Analysis, stakeholder identification and analysis techniques

The critical path method (CPM) is a graphical presentation of a project plan that shows the sequence and duration of the project activities, and the dependencies and constraints among them. The CPM identifies the critical path, which is the longest path of activities that determines the minimum time required to complete the project. The CPM also identifies the float or slack, which is the amount of time that an activity can be delayed without affecting the project completion date. The CPM is most appropriate for presenting to upper management because it provides a clear and concise overview of the project schedule, scope, and risk. It also helps to communicate the project milestones, deliverables, and progress, and to highlight the critical activities and issues that need attention or resolution12. A pie chart is a graphical presentation of a project plan that shows the proportion of each category or segment of data in relation to the whole. A pie chart is useful for presenting to upper management when the project plan involves a simple breakdown of the project budget, resources, or scope into discrete and mutually exclusive categories or segments. A pie chart helps to compare the relative size and distribution of the categories or segments, and to illustrate the percentage or fraction of the whole that each category or segment represents34. A Pareto chart is a graphical presentation of a project plan that shows the frequency or impact of different factors or causes of problems or issues in descending order of importance. A Pareto chart is based on the Pareto principle, also known as the 80-20 rule, which states that 80% of the effects come from 20% of the causes. A Pareto chart is useful for presenting to upper management when the project plan involves a complex analysis of the project quality, performance, or risk. A Pareto chart helps to identify and prioritize the most significant factors or causes of problems or issues, and to focus on the vital few rather than the trivial many5 . A scatter chart is a graphical presentation of a project plan that shows the relationship or correlation between two variables or sets of data. A scatter chart plots the values of the variables or sets of data as points on a coordinate plane, and shows the pattern or trend of the points. A scatter chart is useful for presenting to upper management when the project plan involves a sophisticated evaluation of the project variables, outcomes, or assumptions. A scatter chart helps to explore and test the hypotheses or causal relationships between the variables or sets of data, and to measure the strength and direction of the correlation . References:

• Critical Path Method - iiba.org
• How to Make a Project Plan Presentation for Clients and Stakeholders
• Pie Chart - iiba.org
• How to Use a Schedule Model in Project Management
• Pareto Chart - iiba.org
• [ProjectManagement.com - Certified Business Analysis Professional (CBAP®)]
• [Scatter Chart - iiba.org]
• [CBAP Presentation | PPT - SlideShare]

The Stakeholder Communications Plan is a document that describes how the BA will communicate with the stakeholders throughout the project. It includes information such as the communication objectives, methods, frequency, format, and recipients. The BA can use this plan to determine how to communicate the change in scope and the final decision to the wider stakeholder group. The other options are not relevant to the question. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 77
• Business Analysis Body of Knowledge (BABOK) Guide, page 30

 A formal review with the stakeholders is a way to validate the elicitation results and ensure that nothing is missed or misunderstood. The review can also help to build trust and confidence among the stakeholders and the BA. The other options are not directly related to addressing the sponsor’s concerns. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Elicitation and Collaboration, p. 173-174; [A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 4: Elicitation and Collaboration, Section 4.4: Confirm Elicitation Results, p. 107-108.

The initiating process group is the one that occurs at the beginning of the project. It involves defining the project scope, objectives, and deliverables, obtaining the project authorization, identifying the key stakeholders, and establishing the project manager’s authority. The initiating process group helps to set the vision and direction of the project, and aligns it with the strategic goals of the organization. The initiating process group also ensures that the project is feasible, viable, and desirable, and that it has the necessary support and resources to proceed. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• Project Management Process Groups - Villanova University, under Initiating Process Group
• The Five Traditional Process Groups Explained - Project Management Academy, under Initiating Phase

The project scope statement, an output of the define scope process, does document the process and criteria for accepting completed products. The project scope statement is a detailed description of the project scope, which includes the project objectives, deliverables, requirements, boundaries, assumptions, and constraints. The project scope statement also defines the acceptance criteria, which are the standards or measures that must be met or satisfied by the products, services, or results of the project. The acceptance criteria help to ensure that the customer’s needs and expectations are met and that the project quality is achieved. The project scope statement is a key input for developing the work breakdown structure, the project schedule, the project budget, and the project quality plan. References: [IIBA BABOK Guide v3], section 5.1.2, page 162; [CBAP / CCBA Certified Business Analysis Study Guide], chapter 6, page 233; CBAP Sample Questions, question 253.