CBAP Exam Dumps - IIBA Certified Business Analysis Professional Questions and Answers

 A communications management plan is a document that describes how the business analyst will communicate with the stakeholders throughout the project. It includes information such as the timing and frequency of communication, the location and mode of communication, the tools and techniques to be used, the delivery methods and formats, and the stakeholders’ preferences and needs. A communications management plan helps to ensure that the stakeholders are informed, engaged, and satisfied with the project progress and outcomes. A stakeholder collaboration plan is a document that describes how the business analyst will collaborate with the stakeholders to elicit, analyze, validate, and manage the requirements. A business analysis plan is a document that describes how the business analyst will conduct the business analysis activities, such as the scope, approach, deliverables, tasks, resources, and schedule. A stakeholder analysis plan is a document that describes how the business analyst will identify, analyze, and prioritize the stakeholders and their needs, expectations, and influence. References: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Communication, p. 38-40; Chapter 3: Business Analysis Governance and Information Management, Section 3.1: Plan Business Analysis Governance, p. 50-51.

Return on investment (ROI) is a financial calculation that measures the profitability of a solution proposal by comparing its benefits and costs. ROI is expressed as a percentage or a ratio of the net benefits (benefits minus costs) to the total costs. ROI can help to determine which solution is worth investing in based on its breakeven point, which is the point where the net benefits equal zero, or the benefits equal the costs. The solution with the highest ROI has the lowest breakeven point, meaning that it recovers its costs faster and generates more net benefits over time. Discount rate is a financial calculation that measures the present value of future cash flows by applying a discount factor that reflects the time value of money and the risk of the investment. Discount rate can help to compare the present values of different solution proposals, but it does not indicate the breakeven point. Net present value (NPV) is a financial calculation that measures the difference between the present value of the benefits and the present value of the costs of a solution proposal. NPV can help to determine which solution has the highest value in today’s terms, but it does not indicate the breakeven point. Internal rate of return (IRR) is a financial calculation that measures the annualized effective compounded return rate of a solution proposal by finding the discount rate that makes the NPV equal zero. IRR can help to determine which solution has the highest return rate, but it does not indicate the breakeven point. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.23: Financial Analysis, p. 529-531; Free CBAP IIBA Actual Exam Questions & Answers, Question 464.

 The organizational culture and type of information being approved are two factors that the BA should consider when defining the approval process. The organizational culture reflects the values, beliefs, and behaviors that guide the decision-making and actions of the stakeholders in the organization. The type of information being approved refers to the nature, scope, and impact of the information that requires approval from the relevant authorities. Both factors can influence the level of authority, responsibility, and accountability that are involved in the approval process, as well as the criteria, methods, and tools that are used to facilitate the approval process. The BA should align the approval process with the organizational culture and the type of information being approved to ensure that the process is effective, efficient, and consistent. References:

Approval Process: Key Governance Procedure, Business Group on Health

Developing an effective governance operating model, Deloitte

What is a Governance Process?, WalkMe

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”

 Prototyping is an elicitation technique that involves creating a mock-up or a simulation of the final product to demonstrate its functionality and design to the customer and the stakeholder. Prototyping can help the BA to obtain feedback, validate requirements, and resolve ambiguities or conflicts early in the development process. Prototyping can also help the customer and the stakeholder to visualize the final product and confirm that it meets their expectations and needs. References:

IIBA BABOK Guide, Section 10.25, Prototyping

Top 9 Requirements Elicitation Techniques Used by Business Analysts, Software Testing Help

Prototyping Use as a Software Requirements Elicitation Technique: A Case Study, Springer Link

According to the BABOK® Guide1, the business analysis approach is the set of processes, tools, deliverables, techniques, and standards that will be used to perform business analysis work on a project. The approach can be either plan-driven, adaptive, or a hybrid of both. A plan-driven approach is more suitable for projects that have stable and well-defined requirements, low levels of change, and clear acceptance criteria. An adaptive approach is more suitable for projects that have uncertain or evolving requirements, high levels of change, and emergent outcomes. Therefore, one of the factors that would drive the decision towards an adaptive approach is the organization’s tolerance for uncertainty, which means the degree to which the organization is willing to accept ambiguity and risk in the project. An organization with a high tolerance for uncertainty can benefit from an adaptive approach that allows for frequent feedback, experimentation, and learning. References:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 57-59

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 89-91

The BA should provide process models as artifacts that can be used organization wide for the long-term. Process models are graphical representations of the activities, inputs, outputs, and interactions of a business process. They can help to document, analyze, improve, and communicate the current and future states of a process. They can also serve as a basis for developing other artifacts, such as requirements, test cases, user manuals, and training materials. Process models can be useful for various stakeholders, such as business users, managers, developers, testers, and trainers, to understand and optimize the business process. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model and Validate Requirements, p. 263-264

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 159-160

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 9: Solution Evaluation, Section 9.5: Assess Organizational Readiness, p. 261-262

Decision analysis is a technique that helps the BA evaluate and compare different alternatives based on their costs, benefits, and risks, and select the best option that meets the objectives and criteria. In this case, the BA needs to determine if one of the systems (Sys A or Sys B) is better suited to be modified and upgraded, based on the upgrade cost and cost new of each feature. The BA can use the table in the image to calculate the total cost of upgrading or creating new features for each system, and compare them with the expected value and return on investment of each system. The BA can also consider other factors, such as the feasibility, compatibility, reliability, and maintainability of each system, and the preferences and expectations of the stakeholders. By using decision analysis, the BA can make an informed and rational choice that maximizes the value and minimizes the risk of the solution. References:

IIBA BABOK Guide, Section 10.23, Decision Analysis

Decision Analysis for the Professional, SmartOrg

Decision Analysis: Making Justifiable, Defensible Decisions, MindTools

 A use case diagram is a technique that helps to depict the interactions between a system and its actors using graphical symbols and relationships. A use case diagram shows the actors that are involved in the system, the use cases that represent the functions or services that the system provides, and the associations that indicate how the actors and use cases are related. A use case diagram can be used with a state diagram to verify that all functions are defined to work with entity “User” for the different roles, as it can help to identify the use cases that correspond to the states and transitions of the entity, and to ensure that the use cases are complete, consistent, and accurate. A sequence diagram is a technique that helps to represent the sequence and timing of the messages that are exchanged between the objects or components of a system. A sequence diagram shows the objects or components that participate in the interaction, the messages that are sent and received by the objects or components, and the time order of the messages. A sequence diagram can help to illustrate the dynamic behavior and logic of the system, but it does not show the interactions between the system and its actors. A functional diagram is a technique that helps to represent the functions or processes that are performed by a system or a solution using graphical symbols and relationships. A functional diagram shows the functions or processes that are relevant to the domain, the inputs and outputs of each function or process, and the decomposition and hierarchy of the functions or processes. A functional diagram can help to define and analyze the functional requirements, but it does not show the interactions between the system and its actors. A data flow diagram is a technique that helps to create a high-level overview of a business process by showing the movement and transformation of data between entities and processes. A data flow diagram uses graphical symbols and arrows to represent the sources and destinations of data, the processes that manipulate data, the data stores that store data, and the data flows that transfer data. A data flow diagram can help to understand and document the data logic and structure of the business process, but it does not show the interactions between the system and its actors. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.50: Use Case Diagram, p. 564-566; Section 10.49: Sequence Diagram, p. 562-563; Section 10.22: Functional Decomposition, p. 528-529; Section 10.18: Data Flow Diagrams, p. 522-524.

Effectiveness is a performance measure that evaluates how well the work products meet the intended goals and objectives. It can be assessed by comparing the actual outcomes with the expected outcomes, and by measuring the degree of stakeholder satisfaction and value realization. Effectiveness can help the BA to determine the quality and impact of the business analysis work, and to identify any gaps or areas for improvement123. References:

1: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Performance Improvements

2: BABOK Guide v3, Chapter 10: Techniques, Section 10.35: Root Cause Analysis, Section 10.36: Scope Modeling

3: Performance Measurement - What Is It, Example, Methods, Types(https://www.wallstreetmojo.com/performance- measurement/)