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

Risky requirements are those that have a high probability of causing problems or failures in the project. By addressing them early in the prioritization, the project team can identify and resolve any issues before they affect the rest of the requirements or the project deliverables. This way, the project can avoid rework, delays, and cost overruns that may result from risky requirements. References: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 6: Requirements Analysis, page 203. Certified Business Analysis Professional (CBAP®) Handbook, page 6.

 An entity relationship diagram (ERD) is a graphical representation of how entities and relationships are organized in a database or a system. An ERD consists of three main components: entities, attributes, and relationships. Entities are the objects or concepts that store data, such as customers, products, or orders. Attributes are the properties or characteristics of entities, such as name, price, or quantity. Relationships are the associations or connections between entities, such as one-to-one, one-to-many, or many-to-many. Forks are not a component of an ERD, but rather a symbol used to represent a relationship type. A fork indicates that a relationship is either one-to-many or many-to-many, depending on the direction of the fork. For example, a fork pointing from an entity A to an entity B means that one instance of A can be related to many instances of B, while a fork pointing from an entity B to an entity A means that many instances of B can be related to one instance of A. References:

ER Diagram (ERD) - Definition & Overview | Lucidchart, paragraph 1-2

A Guide to the Entity Relationship Diagram (ERD) - Database Star, paragraph 1-2

ERD Templates | ER Diagram Examples | Moqups, paragraph 1

What is an Entity Relationship (ER) Diagram - Creately, paragraph 1

Components of an ER Diagram - TAE - Tutorial And Example, paragraph 1-2

future state will

be defined at a level of detail that:

• allows for competing strategies to achieve the future state to be identified

and assessed,

• provides a clear definition of the outcomes that will satisfy the business

needs,

• details the scope of the solution space,

• allows for value associated with the future state to be assessed, and

• enables consensus to be achieved among key stakeholders.

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 5: Strategy Analysis, p. 176-177; Chapter 10: Root Cause Analysis, p. 356-359.

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 122-123, 129-130.

 A business case is a document that provides the justification for initiating a change initiative, such as a project or a program. It describes the business need, the expected benefits, the costs, the risks, and the alternatives of the proposed solution. A business case is usually the first deliverable that a team of BAs produces to present to management for approval. It helps to secure the support and resources needed for the change initiative, and to align it with the strategic objectives of the organization. The other options are not the first steps that the team should do, as they are more relevant for later stages of the business analysis process, such as planning, analysis, and design. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

Dependencies between requirements are an important consideration to include in the assessment of the solution, as they may affect the delivery options and the value realization of the solution. Dependencies between requirements are the relationships or interconnections among the requirements that indicate that one requirement is contingent on another requirement. Dependencies may be logical, temporal, or resource-based. Dependencies may influence the order, timing, and feasibility of the solution delivery, as well as the benefits and risks associated with the solution. Therefore, the business analyst should identify, analyze, and manage the dependencies between requirements as part of the solution assessment.

Historical information, experience of the implementation team, and enterprise environmental factors are also relevant factors to consider in the solution assessment, but they are not as specific as dependencies between requirements. Historical information may provide insights into the past performance, lessons learned, and best practices of similar projects or solutions. Experience of the implementation team may affect the quality, efficiency, and effectiveness of the solution delivery. Enterprise environmental factors may include the organizational culture, structure, policies, processes, and systems that may influence the solution design and implementation. However, these factors are more general and may not directly relate to the tradeoffs between delivery options or the value realization of the solution. References:

BABOK® Guide, p. 123-124, 128-129

CBAP / CCBA Certified Business Analysis Study Guide, p. 299-300, 304-305

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 4, Video: “Assess Proposed Solution”

Rough order of magnitude (ROM) cost estimating is a process of estimating the costs of the proposed solutions with a high level of uncertainty, usually in the range of -25% to +75%. ROM cost estimating is used to compare the feasibility and affordability of different solutions and to support decision making. ROM cost estimating is not a detailed or accurate process, but rather a quick and approximate way of assessing the costs of the solutions. References: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 6: Requirements Analysis, page 202. Certified Business Analysis Professional (CBAP®) Handbook, page 6.

 Issue tracking is a technique to capture and assign responsibility for issues and stakeholder concerns that pose an impact to the solution. It helps to monitor the status and resolution of issues throughout the project lifecycle. Problem tracking is not a valid term in the BABOK® Guide. RTM stands for Requirements Traceability Matrix, which is a technique to track the relationships among requirements and other project artifacts. Baselining is a technique to establish an approved version of a requirements package or other deliverable as a basis for future development or change control. References: CCBA® and CBAP® Certifications Study Guide, CBAP® Handbook, [BABOK® Guide]

https://www.iiba.org/globalassets/standards-and-resources/babok/babok-guide-v3.pdf

 According to the BABOK® Guide, one of the tasks of defining the business need is to review the requirements stated documentation and ensure that it reflects the actual business requirements, not a description of the solutions. This is important because the business need should be based on the underlying problem or opportunity, not on a predetermined solution. The other options are not relevant to this task. References: BABOK® Guide, v3, p. 30; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, p. 36.

 Problem tracking is a document elicitation technique that can help in this scenario. Problem tracking is the process of identifying, documenting, and resolving issues that arise during the business analysis process. Problem tracking helps to ensure the quality and validity of the requirements and the solutions. Problem tracking also provides an opportunity for stakeholders to rank the importance of issues affecting them. Problem tracking can be done using various tools, such as spreadsheets, databases, or software applications. Problem tracking can help the business analyst to monitor the status of the issues, communicate the progress and outcomes to the stakeholders, and improve the business analysis performance and practices. The other options are not document elicitation techniques, but rather information elicitation techniques. Brainstorming is a technique that involves generating new ideas and finding solutions for a specific problem. Observation is a technique that involves watching how people perform their tasks or interact with a system. Interviews are a technique that involves asking questions and documenting the responses from a single person or a group of people. References:

Problem/Issue Tracking Technique — Business Analyst Learnings, paragraph 1

Elicitation Methods | SpringerLink, paragraph 1

Understanding the Document Analysis Technique - Business Analyst Learnings, paragraph 1