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

 The project manager is the stakeholder who is responsible for writing the project scope. The project scope is a document that defines the work that needs to be done to deliver the project, including the objectives, deliverables, milestones, resources, and constraints. The project manager is the person who leads and coordinates the project team, plans and monitors the project activities, manages the project risks and issues, and communicates with the project stakeholders. The project manager works closely with the business analyst, who is responsible for writing the solution scope, which defines the features and functions of the solution that will address the business need. The project manager also consults with the domain subject matter expert, the implementation subject matter expert, and the sponsor, who are stakeholders who provide input, feedback, and approval for the project scope and the solution scope. References:

Project Scope Management: What It is and Why It’s Important, paragraph 2

What is Project Scope? Definition, Example, & Project Scope …, paragraph 1

Project Scope vs. Solution Scope: What’s the Difference?, paragraph 1

[Project Manager vs. Business Analyst: What’s the Difference?], paragraph 1

A requirements re-use repository is a collection of reusable requirements that can be applied to similar projects or products. It can help streamline the requirements gathering process by reducing the effort and time needed to elicit, analyze, and document requirements. It can also improve the quality and consistency of requirements by leveraging best practices and lessons learned from previous projects. A requirements re-use repository can also facilitate traceability, change management, and communication among stakeholders.

B. Implementing project templates is not the best answer because project templates are more related to project management than requirements gathering. Project templates can help standardize the project planning and execution processes, but they do not necessarily address the specific requirements of each project or product.

C. Implementing a requirements gathering form is not the best answer because a requirements gathering form is a tool for capturing and documenting requirements, not for streamlining the requirements gathering process. A requirements gathering form can help structure and organize the requirements, but it does not reduce the effort and time needed to elicit, analyze, and document requirements.

D. Implementing scope solution models is not the best answer because scope solution models are used to define and communicate the boundaries and features of a solution, not to streamline the requirements gathering process. Scope solution models can help clarify and validate the solution scope, but they do not reduce the effort and time needed to elicit, analyze, and document requirements. References:

Using Scope Models to Manage Solution Scope - Business Analyst Articles …

What is requirements gathering? Template and examples

Top 10 Requirements Gathering Templates with Samples and Examples

 Focus groups are a type of requirements elicitation activity that involve gathering a group of stakeholders from different perspectives and backgrounds to discuss a specific topic or issue. Focus groups can help to identify the ideas and attitudes of the stakeholders about the current situation, the desired outcomes, the problems, the solutions, and the actions needed to improve the service. Focus groups can also help to generate new ideas, uncover hidden needs, and reveal conflicting opinions. Focus groups are facilitated by a moderator who guides the discussion, asks open-ended questions, and encourages participation from all members. Focus groups are usually recorded and analyzed to extract the key findings and requirements1234. References: 1: Software Engineering | Requirements Elicitation - GeeksforGeeks 2: A Review of Fundamental Tasks in Requirements Elicitation 3: Top 10 Most Common Requirements Elicitation Techniques 4: 20 Tips for Effective Requirements Elicitation | Inflectra

The BA should use a sequence diagram to elicit information about the other client applications that will interface with the new system and provide the information graphically. A sequence diagram is a type of interaction diagram that depicts the interactions between objects or components in a time-ordered sequence. A sequence diagram can help the BA and the technical staff to understand the message interaction within the systems for key business transactions, as it shows the chronological order of interactions and the messages exchanged between objects. A sequence diagram can also help the BA to model the behavior of a single use case or scenario, and to identify the dependencies and constraints among the objects. Process, activity, or context diagrams are not the best options for this purpose, because they are either too general, too abstract, or not directly related to the message interaction within the systems. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 279

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis and Design Definition, section 7.5: Specify and Model Requirements, page 133

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 7: Requirements Analysis and Design Definition, page 279

Interaction Diagram Tutorial, Lucidchart, What is an interaction diagram?

The BA should review the future state with the process owner who expresses a strong opinion that the solution will not deliver the expected value. This is because the future state describes the desired outcomes, benefits, and capabilities of the solution, and how it will address the business need and stakeholder requirements. By reviewing the future state, the BA can help the process owner to understand the value proposition of the solution, clarify any misunderstandings or assumptions, and address any concerns or objections. This can help to increase the process owner’s engagement and support for the change. Updating the requirements, recording the feedback and continuing, or changing the governance approach are not the best options because they do not address the root cause of the problem and may result in resistance or conflict. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 254

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.3: Define Future State, page 99

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 6: Strategy Analysis, page 254

The BA should set up additional activities to collaboratively resolve the variations in the elicitation results, as this will help to ensure that the information is accurate, consistent, and complete. The BA can use techniques such as reviews, workshops, or focus groups to confirm the elicitation results with the stakeholders, identify and address any gaps, conflicts, or ambiguities, and reach a consensus on the requirements12. The other options are not effective ways to resolve the variations. Identifying a few key stakeholders to resolve the conflicts may exclude other relevant stakeholders and create bias or resentment. Removing requirements that cause differences may result in losing important information or value. Weighting the results from the observation because it is more reliable may ignore other sources of information or perspectives.

Time boxing is a technique that involves allocating a fixed amount of time for a specific activity or deliverable. It is often used in agile and iterative approaches to prioritize and manage requirements based on the amount of work that the project team can complete within a given time frame, such as a sprint or an iteration. Time boxing helps to focus on the most important and valuable requirements, deliver frequent and incremental value, and reduce scope creep and rework. Negotiation, grouping, and budgeting are not techniques that are based on the amount of work that the project team is capable of delivering in a given period of time. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 121

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.5: Prioritize Requirements, page 62

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 3: Requirements Life Cycle Management, page 121

 The BA should obtain approval from the project manager before selecting the participants for the requirements elicitation meeting. This is because the project manager is responsible for managing the project resources, schedule, and budget, and ensuring that the project objectives are met. The project manager can help the BA to identify the appropriate stakeholders who can provide valuable input and feedback on the requirements, as well as to avoid any conflicts, duplication, or gaps in the elicitation process. The sponsor, the end user, and the subject matter expert are potential participants for the requirements elicitation meeting, but they are not the ones who can approve the selection of the participants. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 161

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 4: Elicitation and Collaboration, section 4.1: Prepare for Elicitation, page 75

Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 4: Elicitation and Collaboration, page 161

 A cost management plan is a document that defines how the project will be estimated, budgeted, and how changes to cost will be managed. It is a subsidiary plan of the project management plan and it describes the processes, tools, techniques, and methodologies that will be used to plan, execute, monitor, and control the project costs. A cost management plan also specifies the level of accuracy, units of measure, organizational procedures, reporting formats, and thresholds for cost variances and corrective actions. References:

Section 7: Project Cost Management - Q & As for the PMBOK® Guide Sixth …, section 7.1, page 1

Project Cost Estimation: How to Estimate Project Cost - ProjectManager, under What Is a Project Budget?

Project cost management basics - Clockify, under Step #1: Plan the resources

The lessons learned document is a document that captures and documents the successes, opportunities for improvement, failures, and recommendations for improving the performance of future projects or project phases. The lessons learned document is updated throughout the project lifecycle, not just at a specific phase. Updating the lessons learned document throughout the project lifecycle helps to ensure that the valuable knowledge and experience gained from the project are recorded, shared, and applied in a timely and effective manner. It also helps to avoid repeating the same mistakes or missing the same opportunities in the current or future projects1. The lessons learned document is updated at the end of each project phase or iteration, or whenever a significant event or change occurs in the project. The lessons learned document is also reviewed and finalized at the end of the project, as part of the project closure process23. References:

CBAP® Handbook

Business Analysis Body of Knowledge (BABOK® Guide) - Version 3, section 7.6 Manage Project Closure

Lessons Learned - iiba.org