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

 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.

A class model is a technique to represent the structure and behavior of the entities within a solution domain. It shows the attributes, operations, and relationships of the classes that define the entities. A class is a category or type of entity that has common characteristics and can perform certain functions. A class model helps to identify the entities, their properties, their behaviors, and their interactions for a solution. Entity Relationship is a technique to represent the data and information requirements of a solution. It shows the entities, attributes, and relationships of the data and information. An entity is a thing or object of interest that can be uniquely identified and has attributes that describe its properties. An entity relationship model helps to identify the data and information, their characteristics, their associations, and their constraints for a solution. Data dictionary is a technique to define and document the data and information elements of a solution. It provides a detailed description of each data and information element, such as its name, definition, format, type, source, owner, and usage. A data dictionary helps to standardize and clarify the data and information, their meaning, their structure, and their quality for a solution. CRUD matrix is a technique to analyze the alignment of the data and information elements with the business processes or functions of a solution. It shows the data and information elements and the business processes or functions that create, read, update, or delete them. A CRUD matrix helps to identify the data and information, their lifecycle, their dependencies, and their gaps for a solution. References: Class Model - iiba.org, Entity Relationship - iiba.org, Data Dictionary - iiba.org, CRUD Matrix - iiba.org

 Data flow diagramming is a technique that shows how data moves through a system, from external entities, through processes, to data stores. Data flow diagrams can be used to model the current state or the desired state of a system, and to identify gaps or redundancies in data processing. Data flow diagrams can also be decomposed to lower levels of detail to show the sub-processes and data elements involved in each function. Functional decomposition, work decomposition, and organization modeling are different techniques that can be used to break down a system, a project, or an organization into smaller components, but they do not focus on the data movement. References:

• BABOK® Guide, p. 10, 98-99
• CBAP / CCBA Certified Business Analysis Study Guide, p. 240-241
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 2, Video: “Data Flow Diagrams”

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 projectdeliverables. 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.

The one interrogative that requirements should answer is what. What defines the characteristics, attributes, and features of the requirement. What describes the desired outcome or result of the requirement. What specifies the functional or non-functional aspects ofthe requirement. What helps to identify and differentiate the requirement from other requirements. What also helps to verify and validate the requirement by testing whether it meets the acceptance criteria.

The other interrogatives, when, why, and how, are not essential for identifying the requirement, but they may provide additional information or context for the requirement. When defines the timing, frequency, or sequence of the requirement. Why defines the rationale, purpose, or benefit of the requirement. How defines the method, process, or technique of implementing the requirement. References:

• BABOK® Guide, p. 36, 38, 40
• CBAP / CCBA Certified Business Analysis Study Guide, p. 154, 156
• Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 1, Video: “Specify and Model Requirements”

 Regulatory ranking is a type of requirements prioritization that involves ranking the requirements based on the compliance with laws and regulations in the industry. Regulatory ranking can help to ensure that the solution meets the legal and ethical standards and avoids penalties or lawsuits. Regulatory ranking can also help to align the solution with the organizational policies and objectives. Regulatory ranking is one of the factors that influence the requirement prioritization, as it reflects the penalty of not implementing a requirement. Regulatory ranking can be done by identifying the relevant laws and regulations for the solution, assessing the impact and likelihood of non-compliance, and assigning a priority level to each requirement123. References: 1: What AreRequirement Prioritization Techniques?1 2: Prioritizing Legal Requirements2 3: What Is Requirements Prioritization?3

 The management horizon is the time period over which the costs and benefits of a proposed solution are evaluated. It is also the point in time when the net present value of the solution becomes positive, meaning that the solution has recovered its initial investment and started to generate a profit. The management horizon helps to determine the feasibility and viability of a solution, as well as its alignment with the strategic goals of the organization. References:

• CBAP® Handbook, page 15, section 4.1.2.3
• BABOK® Guide, page 32, section 3.2.3
• How to Write a Business Case (Template Included), under Step 3: Calculate the Financials

 Root cause analysis is a technique that helps identify the underlying causes of failures or difficulties in accomplishing business analysis work. It involves asking a series of questions to determine the origin of a problem and the factors that contributed to it. By finding and addressing the root causes, the business analyst can prevent the problem from recurring and improve the performance of the business analysis process. References:

• CBAP® Handbook, page 18, section 4.5. Manage Business Analysis Performance
• BABOK® Guide, page 387, section 10.25. Root Cause Analysis
• Tips for Earning a Business Analysis Certification, section 2. Understand the BABOK® Guide

A business case is a document that clearly identifies the reasoning for initiating a project to justify the resources required. It is written to justify the resources required for the project (money or effort) and align the project objectives to the business needs. It also includes the costs, benefits, and risks of the proposed solution, and compares it with alternative options1. A business case is an important input for the project initiation and approval process, as it helps the decision makers to assess the value and feasibility of the project2.

To write a business case, you need four main inputs: feasibility study, assumptions and constraints, business need, and solution options3. A feasibility study is an analysis that evaluates the technical, economic, social, and environmental aspects of the project, and determines whether it is viable and worth pursuing4. Assumptions and constraints are factors that affect the project scope, cost, schedule, and quality, and that need to be identified and documented in the business case. Assumptions are things that are believed to be true or certain, while constraints are things that limit or restrict the project5. Business need is the problem or opportunity that the project aims to address, and that aligns withthe strategic goals and vision of the organization. Solution options are the different ways of solving the business need, and their respective costs, benefits, and risks.

Stakeholder concerns are not an input for writing a business case, but rather an output of stakeholder analysis. Stakeholder analysis is a process of identifying and prioritizing the people or groups who have an interest or influence in the project, and understanding their needs, expectations, and perspectives. Stakeholder concerns are the issues or challenges that the stakeholders face or anticipate in relation to the project, and that need to be addressed or resolved. Stakeholder concerns are important for defining the requirements, managing the communication, and ensuring the stakeholder satisfaction, but they are not directly used for writing the business case. References:

• How to Write a Business Case (Template Included) - ProjectManager
• How to Write a Business Case | Smartsheet
• Business Case Examples, explained in simple language - Chase Consulting
• Feasibility Study: Definition, Methods, and Examples
• Project Assumptions and Constraints: Examples and Differences
• [Business Need - IIBA®]
• [Solution Options - IIBA®]
• [Stakeholder Analysis: Overview, Tools and Techniques - KnowledgeHut]
• [Stakeholder Concerns - IIBA®]

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