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Relaying upper management support to stakeholders is a way to reduce employee discontent and resistance to change. This can help the employees feel more confident and secure about the change initiative, as they perceive that the leaders are committed and supportive of the change. It can also help the employees understand the vision and goals of the change, and how it aligns with the organizational strategy and values. By communicating the benefits and rationale of the change, and addressing the concerns and fears of the employees, the BA can foster a positive and collaborative attitude towards the change among the stakeholders. References:

Emotional Reactions to Change in the Workplace, CMI

Reactions to Change in an Organization, Wonder

IIBA BABOK Guide, Section 5.5, Assess Organizational Readiness

 A joint application design (JAD) is a technique that helps to validate the requirements with key stakeholders by conducting a structured and collaborative workshop that involves the business analyst, the project team, the end users, and the subject matter experts. A JAD can help to review the requirements for a new application that impacts various business processes, to confirm that the requirements are complete, consistent, and accurate, to resolve any conflicts or issues, and to obtain feedback and approval from the stakeholders. A team review is a technique that helps to evaluate the quality and accuracy of the business analysis deliverables by involving the business analyst and other project team members. A team review can help to identify and correct any errors, gaps, or inconsistencies in the deliverables, but it does not involve the key stakeholders who are affected by the new application. A brainstorming is a technique that helps to generate a large number of ideas or solutions in a short time by encouraging the participants to think creatively and freely. A brainstorming can help to explore different possibilities and perspectives, but it does not validate the requirements with key stakeholders. A product backlog prioritization is a technique that helps to rank the requirements or solution options based on their relative importance, urgency, value, or dependency. A product backlog prioritization can help to determine the optimal scope and sequence of the solution delivery, but it does not validate the requirements with key stakeholders. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.27: Joint Application Design, p. 538-539; Section 10.53: Workshops, p. 570-572; Section 10.7: Brainstorming, p. 503-504; Section 10.38: Prioritization, p. 550-552.

The BA presented an opportunity to increase efficiencies by simplifying the process of shipping to new countries and reducing the dependency on IT. By eliminating the need to maintain different variations of ship-to-country and location-to-route for various freight carriers, the BA enabled the business to save time and resources, and avoid potential errors or delays. This is an example of how a BA can add value to the business by identifying and proposing solutions that improve the current state and address the root causes of the problems. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 50

Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Chapter 6: Solution Evaluation, section 6.5.2: Assess Enterprise Limitations, page 176

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 4: Business Analysis Planning and Monitoring, Week 2: Plan Business Analysis Approach, video: “Solution Evaluation”

Plate architecture is a structural system consisting of plates, which are planar, two-dimensional components that only transfer forces in the direction of their level. Plate architecture can help the BAs ensure that the requirements collectively support one another and do not conflict, as it provides a clear and consistent representation of the relationships and dependencies among the requirements. Plate architecture can also help the BAs identify and resolve any gaps, overlaps, or inconsistencies in the requirements, as well as facilitate the communication and verification of the requirements with the stakeholders 12. References:

Plate (structure), Wikipedia

Top Architectural Plates: A Comprehensive Guide 2023, AMTHY

Reviews and workshops are effective techniques for validating and negotiating requirements with stakeholders. They can help the BA to identify and resolve any conflicting or contradictory requirements, as well as to gain consensus and agreement among the stakeholders. Reviews can be done in various forms, such as walkthroughs, inspections, or peer reviews. Workshops can be used to facilitate collaborative discussions, brainstorming, and decision making among the stakeholders. Both techniques can help the BA to safeguard against conflicting requirements by ensuring that the requirements are clear, accurate, complete, and aligned with the business goals and needs123. References:

1: BABOK Guide v3, Chapter 4: Elicitation and Collaboration, Section 4.5: Validate Requirements

2: BABOK Guide v3, Chapter 5: Requirements Life Cycle Management, Section 5.5: Approve Requirements

3: BABOK Guide v3, Chapter 10: Techniques, Section 10.32: Reviews, Section 10.50: Workshops

The stakeholders that were missed in the requirements are the end users. End users are the people who will use the solution or be affected by its outcomes. They are a key source of requirements, as they can provide valuable insights into the needs, expectations, preferences, and pain points of the solution. The BA should elicit requirements from the end users, as well as validate and verify them with their feedback. The BA should also ensure that the end users are involved throughout the project lifecycle, from planning to testing to implementation. The other options are not the stakeholders that were missed, as they are either not directly related to the solution or not the primary source of requirements. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Key Concepts, Section 2.3: Stakeholders, p. 59-60

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 2: Business Analysis Key Concepts, Section 2.3: Stakeholders, p. 28-29

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.1: Prepare for Elicitation, p. 97-98

 The organizational culture and type of information being approved are two factors that the BA should consider when defining the approval process. The organizational culture reflects the values, beliefs, and behaviors that guide the decision-making and actions of the stakeholders in the organization. The type of information being approved refers to the nature, scope, and impact of the information that requires approval from the relevant authorities. Both factors can influence the level of authority, responsibility, and accountability that are involved in the approval process, as well as the criteria, methods, and tools that are used to facilitate the approval process. The BA should align the approval process with the organizational culture and the type of information being approved to ensure that the process is effective, efficient, and consistent. References:

Approval Process: Key Governance Procedure, Business Group on Health

Developing an effective governance operating model, Deloitte

What is a Governance Process?, WalkMe

 The BA should recommend to assign the feature a lower priority for future release. This means that the feature will not be included in the initial release of the solution, but it may be considered for later releases depending on the availability of resources, the feedback from the stakeholders, and the alignment with the business objectives. This approach can help to balance the value and the effort of the feature, as well as to avoid scope creep and unnecessary complexity in the initial release. The other options are not the best recommendations, as they may either ignore the needs of the stakeholders, disrupt the existing business process, or increase the risk and cost of the project. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 255-256

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 155-156

The BA’s first step is to perform a gap analysis to understand the missing capabilities of the COTS tool and the existing manual processes. A gap analysis is a technique that compares the current state and the desired future state of a solution or a process, and identifies the gaps or differences between them. By performing a gap analysis, the BA can determine the feasibility, suitability, and risks of using the COTS tool to automate the existing manual processes, and identify the requirements and changes needed to bridge the gaps. The other options are not the first steps, as they may either be premature, unnecessary, or ineffective without a proper gap analysis. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 206

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 106

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Strategy Analysis, Week 2: Analyze Current State, video: “Gap Analysis”

As part of identifying enterprise limitations, the BA should perform a stakeholder impact and operational analysis. This technique involves assessing how the proposed change will affect the stakeholders and the current operations of the enterprise. It can help to identify the potential benefits, costs, risks, and issues of the change, as well as the readiness and resistance of the stakeholders. The BA should consider the impact of the change on the following aspects of the enterprise:

Strategy and goals

Processes and policies

Structure and roles

Culture and values

Systems and technology

Performance and quality

In this case, the BA should analyze how the merger proposal will impact the stakeholders and operations of Manufacturer O, especially in the scenario of Manufacturer K moving headquarters and closing the current Manufacturer O site. The BA should also consider the impact of the regulatory environment and the potential changes in the future. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 207-208

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 107-108

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.5: Assess Organizational Readiness, p. 281-282