IIBA CBAP Questions Answers

 Operational assessment is a type of analysis that involves evaluating the current state of the business processes, activities, and performance, and identifying the gaps, issues, and opportunities for improvement. Operational assessment was missed prior to purchasing a solution, because it would have helped to understand the differences and similarities between the Life and Non-Life teams, and to determine the best solution that would meet the needs and expectations of both groups. By skipping the operational assessment, the company bought a solution that did not fit the processes and preferences of the Non-Life team, and resulted in inefficiency and dissatisfaction. Organizational structure, stakeholder impact analysis, or stakeholder location are not the best options for the type of analysis that was missed, because they are either irrelevant, inaccurate, or not the root cause of the problem. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 248
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.2: Analyze Current State, page 95
• 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 248

Decision analysis is a technique for identifying and evaluating the possible options for a given problem or situation. It involves defining the criteria, alternatives, and consequences of each option, and applying a decision-making method to select the bestoption12. Decision analysis can be used for assessing and recommending solutions that fit an organization’s need for a new third-party sales tool, as it can help to compare the features, benefits, costs, and risks of different vendors or products. The other options are not techniques for identifying suitable options, but rather tools or methods for other purposes. A balanced scorecard is a tool for measuring and managing the performance of an organization or a solution3. A vendor assessment is a method for evaluating the capabilities and suitability of a potential vendor or supplier4. A process analysis is a technique for understanding and improving the current or future state of a business process

Interviewing is a quantitative risk analysis technique that relies on experience and past data to compute the probability and impact of risks on project objectives. Interviewing involves asking experts, stakeholders, or team members to provide their estimates of the likelihood and consequences of the identified risks, based on their knowledge, judgment, or historical records. Interviewing can be conducted individually or in groups, using structured or unstructured questions, and using qualitative or quantitative scales. Interviewing helps to obtain a range of possible outcomes and their probabilities, as well as to identify the assumptions and uncertainties behind the estimates. References: IIBABABOK Guide v3, section 11.2.2.5, page 388; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 5, page 232; CBAP Sample Questions, question 236.

 The timing and frequency of collaboration are aspects that should be taken into account when working on a stakeholder collaboration plan. This is because the timing and frequency of collaboration affect the availability, engagement, and satisfaction of the stakeholders, as well as the quality and efficiency of the business analysis work. The BA should consider the stakeholder preferences, expectations, and constraints, as well as the project schedule, scope, and complexity, when determining the optimal timing and frequency of collaboration. The BA should also ensure that the collaboration activities are aligned with the business analysis plan and the stakeholder communication plan. Collaboration skills of BA, solution design, or business governance plan are not the best options for the aspects that should be taken into account, because they are either irrelevant, inaccurate, or not the root cause of the problem. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 167
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 4: Elicitation and Collaboration, section 4.2: Conduct Elicitation, page 77
• 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 167