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The BA should handle the change request by adding the feature to the product backlog for future prioritization. The product backlog is a list of features, functions, and requirements that are desired for the solution, but have not yet been planned or implemented. The product backlog is constantly updated and prioritized by the product owner, who represents the voice of the customer and the stakeholders. The BA should collaborate with the product owner to capture and document the change request and add it to the product backlog. The product owner will then decide when and how to prioritize the feature for the next iteration or release, based on the value and urgency of the feature and the feedback from the stakeholders. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 90-91
• 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. 58-59
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.6: Communicate Business Analysis Information, p. 124-125

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.

A current state diagram, also known as an as-is process diagram, is a visual representation of the existing processes and workflows of a business or a system. It can help the BA to understand how the current system operates, what are the inputs, outputs, activities, roles, and interactions involved, and what are the pain points, issues, or gaps that need to be addressed. A current state diagram can help the BA to determine the strengths and weaknesses of the current system by highlighting the areas of efficiency, effectiveness, quality, and customer satisfaction, as well as the areas of waste, redundancy, complexity, and inconsistency1234. By identifying the strengths and weaknesses of the current system, the BA can then define the requirements and design the future state solution that will improve the current situation and meet the stakeholder needs12. References:

• 1: BABOK Guide v3, Chapter 10: Techniques, Section 10.36: Scope Modeling
• 2: BABOK Guide v3, Chapter 10: Techniques, Section 10.37: State Modeling
• 3: What Is Current State Analysis? Benefits and Steps(https://www.indeed.com/career-advice/career-development/current-state-analysis)
• 4: The basics of documenting and analyzing your as-is process(https://www.lucidchart.com/blog/as-is-process-analysis)

Based on the table in the image, the total cost for each company over the three years can be calculated by adding the Year 0 license costs, Years 1 and 2 total license costs, and implementation costs. For Company A, the total cost is $323,458 (Year 0) + $270,092 (Years 1 and 2) + $28,500 (Phase Ia) + $55,000 (Phase Ib) + $121,500 (Phase 2) = $798,550. For Company B, it’s $373,555 (Year 0) + $202,056 (Years 1 and 2) + ($1.500 150 days of implementation)= $578611 which is less than the insurance company’s maximum budget of $310000. For Company C it’s = ($400244+$214096+($31.50159))= $695439 which exceeds the budget. References: The answer is derived from a direct calculation based on the provided information in the image and does not reference specific CBAP learning documents or resources.