CBAP Exam Dumps - Certified Business Analysis Professional

Mind mapping is a technique that involves creating a visual representation of information, using a central idea and branching out to related topics, subtopics, and details. Mind mapping can help the BA to identify and categorize which information is to be managed, as it allows the BA to organize, structure, and classify information in a hierarchical and logical way. Mind mapping can also help the BA to discover gaps, overlaps, and relationships among information, and to communicate information effectively to stakeholders. The other options are not the best techniques for this objective, as they are more focused on tracking the status, behavior, or appearance of items, creating a working model of a solution, or observing the actions and interactions of stakeholders. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

 A focus group is a technique for eliciting information from a group of stakeholders who have knowledge or experience on a specific topic. It involves asking open-ended questions, facilitating discussions, and capturing feedback. A focus group can help the BA to gather information about the decision making authorities within the company by engaging with the relevant stakeholders, such as project sponsors, managers, directors, or board members. The BA can use the focus group to understand the roles, responsibilities, and expectations of the decision makers, as well as the criteria, methods, and processes they use to make decisions. The other options are not suitable techniques for gathering this information. A market analysis is a technique for researching and analyzing the external factors that affect the demand, supply, and opportunities for a product, service, or solution. A survey is a technique for collecting quantitative or qualitative data from a large number of respondents using a predefined set of questions. A cost benefit analysis is a technique for comparing the costs and benefits of alternative solutions or courses of action. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Elicitation and Collaboration, p. 164-165, 168-169, 171-172; A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.2: Prepare for Elicitation, p. 94-95; Chapter 10: Techniques, Section 10.15: Focus Groups, p. 378-379.

According to the CBAP competencies, one of the skills required for business analysis planning and monitoring is to guide practice in performing stakeholder analysis1. Stakeholder analysis is the process of identifying and assessing the needs, interests, and influence of stakeholders on a project or initiative2. One of the outputs of stakeholder analysis is a stakeholder list, which identifies the key stakeholders and their roles, responsibilities, and expectations3. A stakeholder list can also include information on the potential risks and issues that may arise from stakeholder involvement or lack thereof4. Therefore, developing a risk plan to anticipate negative behavior from the Director of Human Resources is a valid activity that is included in performing a stakeholder analysis. This can help the team to mitigate the impact of the Director’s bitterness and resistance on the project’s success.

The other options are not included in performing a stakeholder analysis. Comparing the expertise of the Director of Human Resources to other stakeholders is not relevant to the stakeholder analysis process, as it does not help to understand the Director’s needs, interests, or influence. Recommending excluding the Director of Human Resources as a stakeholder is not a good practice, as it may create more conflict and resentment, and ignore the Director’s legitimate role and authority in the project. Implementing all of the Director of Human Resources suggestions to relieve tension is not a realistic or effective strategy, as it may compromise the quality and feasibility of the project, and disregard the needs and interests of other stakeholders. References:

1: CBAP Competencies - International Institute of Business Analysis

2: BABOK Guide v3, Section 2.2.2: Conduct Stakeholder Analysis

3: BABOK Guide v3, Section 2.2.2.3: Outputs

4: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 3: Business Analysis Planning and Monitoring, p. 83

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 elicitation scope defines the boundaries of the elicitation activity and ensures that the BA and the stakeholders focus on the relevant information and avoid unnecessary details or tangential points. The elicitation scope helps the BA to communicate the purpose, objectives, and expected outcomes of the elicitation activity to the stakeholders, and to manage their expectations and participation. The elicitation scope is influenced by the business domain, corporate culture, group dynamics, and expected outputs, as these factors affect the type and level of information that is needed and available for the project. References:

BABOK Guide v3, Section 4.1.1: Prepare for Elicitation - Inputs1

Preparing for elicitation – The Functional BA2

What Is Elicitation: Top Requirement Elicitation Techniques for 20243