Pass the IIBA Certified Business Analysis Professional CBAP Questions and answers with ExamsMirror

 A trainer is a role that works with the project team to understand the deliverables and then teaches the users of the deliverables how to utilize the project’s product. A trainer is responsible for designing, developing, and delivering training programs and materials that enable the users to learn and apply the skills and knowledge required to use the project’s product effectively and efficiently. A trainer also evaluates the effectiveness and outcomes of the training programs and provides feedback and support to the users and the project team12. An end user is a role that uses the project’s product to perform their tasks or functions. An end user is the ultimate beneficiary of the project’s product, and their needs and expectations are the primary drivers of the project’s requirements and scope. An end user also provides feedback and input to the project team throughout the project lifecycle, and participates in testing and validating the project’s product13. A database analyst is a role that designs, develops, and maintains the database systems and structures that store and manage the data and information for the project’s product. A database analyst is responsible for analyzing the data and information requirements and specifications, creating and modifying the database schemas and models, ensuring the data quality and integrity, and optimizing the database performance and security14. A stakeholder is a role that has an interest or influence in the project or the project’s product. A stakeholder can be an individual, group, or organization that is affected by or can affect the project’s outcomes and objectives. A stakeholder can have different roles and responsibilities in the project, such as a sponsor, a customer, a supplier, a regulator, a team member, or a subject matter expert15. References:

CBAP® Handbook

Trainer - iiba.org

End User - iiba.org

Database Analyst - iiba.org

Stakeholder - iiba.org

A project schedule network diagram is a graphical representation of the logical relationships among the project activities. It shows the dependencies, sequence, and duration of all the activities in a project. A project schedule network diagram is always laid out in a left to right display to properly reflect the chronology of all project work. The diagram can be drawn using different methods, such as the precedence diagramming method (PDM), the arrow diagramming method (ADM), or the graphical evaluation and review technique (GERT). References:

Project Schedule Network Diagrams from the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition

Schedule Network Analysis from the Business Analysis Body of Knowledge (BABOK® Guide) - Version 3

A run chart is a line graph that shows data points plotted in the order in which they occur. It shows the history and pattern of variation of a process over time. It can be used to perform trend analysis, which is the examination of data over time to identify patterns, changes, or shifts in the process. A run chart can help to identify process stability, variation, and improvement opportunities. A run chart is also known as a line chart, a trend chart, or a time series plot. References:

Run Chart: Creation, Analysis, & Rules - Six Sigma Study Guide

Line Graph | Introduction to Statistics | JMP

A Complete Guide to Line Charts | Tutorial by Chartio

 A RACI chart is a graphical representation of roles and responsibilities of different project team members. It is a matrix that shows the relationship between the project activities and the project roles. RACI stands for Responsible, Accountable, Consulted, and Informed. These are the four levels of involvement that a project team member can have in a project activity. A RACI chart can help to clarify the expectations, avoid confusion, and improve communication among the project team and stakeholders. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 343

Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide

What is a RACI Chart? | RACI Chart Definition & Example | ASQ

The BA should recommend to eliminate the requirement that does not deliver benefit to any of the stakeholders and does not align with the solution scope. This is because the requirement is not necessary, valuable, or feasible, and it may introduce unnecessary complexity, cost, or risk to the solution. Eliminating the requirement would help to optimize the solution and ensure that it meets the stakeholder needs and expectations. Updating the solution design, re-evaluating the future state, or changing the solution scope are not the best options because they do not address the root cause of the problem and may result in scope creep or rework. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 115

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.6: Assess Requirements Changes, page 64

 A program charter is a document that communicates from the program-level perspective – a clear understanding and statement of the technical objectives and the end products, services, or results of the work to be performed. A program charter is similar to a project charter, but it applies to a program, which is a group of related projects that are managed in a coordinated way to obtain benefits and control that are not available from managing them individually. A program charter defines the program vision, mission, goals, scope, benefits, stakeholders, roles and responsibilities, governance structure, risks, and success criteria. A program charter provides the direction and guidance for the program and serves as a reference point for future decisions and changes. A program charter is usually created by the program sponsor or the customer, in collaboration with the program manager and the business analyst, and approved by the key stakeholders. References: [IIBA BABOK Guide v3], section 5.1.1, page 161; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 233; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 249.

 A baseline schedule is derived from a schedule model to meet the project execution plan and achieve management approval for use as a baseline. A schedule model is a representation of the project activities, durations, dependencies, and resources that shows how the project will be executed over time. A baseline schedule is a specific version of the schedule model that is approved and frozen as a reference point for measuring and controlling the project progress and performance. A baseline schedule reflects the agreed-upon scope, cost, and schedule of the project and serves as a basis for comparison and change management. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 234; CBAP Sample Questions, question 252.

Risk analysis is the process of analyzing the areas of a project that are most affected by risk. It involves estimating the probability and impact of each identified risk, as well as assessing the quality and reliability of the available data. Risk analysis helps to prioritize the risks based on their severity and potential effect on the project objectives and deliverables. Risk analysis also helps to identify the root causes and triggers of the risks, as well as the interrelationships and dependencies among the risks. Risk analysis is the second step of risk management, which also includes risk identification, risk response, and risk monitoring and control. References: [IIBA BABOK Guide v3], section 11.2.2, page 387; CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 231; CBAP Sample Questions, question 234.

The possible reason why the solutions’ team was unable to accurately assess the merits of each of the proposed solutions is that the requirements and design options were not detailed enough. This means that the requirements and design options did not provide sufficient information, clarity, or specificity for the solutions’ team to understand, evaluate, and compare the different approaches for implementing the feature. The lack of detail may also lead to ambiguity, inconsistency, or incompleteness in the requirements and design options, which can affect the quality and feasibility of the solutions. The BA should ensure that the requirements and design options are detailed enough to meet the needs and expectations of the stakeholders, and to support the decision making and implementation processes. Requirements are not allocated to solution components, too many approaches are dividing the team, or business needs are unclear to the team are not the best options for the possible reason, 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 7: Requirements Analysis and Design Definition, page 280

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 280

Risk communication is the technique that involves coordinating and collaborating with other credible sources in risk. Risk communication is the process of exchanging information and opinions about the nature, magnitude, significance, and control of the risks among the stakeholders. Risk communication helps to create a common understanding of the risks, to build trust and confidence among the stakeholders, to inform and educate the stakeholders about the risk management activities and outcomes, and to solicit feedback and input from the stakeholders. Risk communication is an essential part of risk management, which also includes risk identification, risk analysis, and risk response. References: [IIBA BABOK Guide v3], section 11.2.4, page 389; CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 233; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 246.