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

The next task that the BA needs to do to complete the gap analysis is to define the future state capabilities. This means that the BA needs to describe the desired outcomes, benefits, and functions of the new systems and how they will support the business needs and stakeholder requirements. Defining the future state capabilities will help the BA to compare them with the current state of systems and identify the gaps, opportunities, and changes needed to achieve the future state. Identifying performance measures, categorizing risk factors, or selecting the stakeholder engagement approach are not the next tasks for completing the gap analysis, because they are either part of the current state analysis or the subsequent tasks after the gap analysis. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 254

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.3: Define Future State, page 99

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 254

The planning stage of a project defines the number of risks and opportunities, including intense planning and anticipation of risk events. The planning stage is the process of establishing the scope, objectives, approach, and deliverables of the project. It involves defining the project requirements, assumptions, constraints, and dependencies. It also involves developing the project management plan, which includes the subsidiary plans for scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder management. The planning stage helps to identify and analyze the risks and opportunities that may affect the project, and to plan the appropriate responses and strategies to address them. The planning stage also helps to align the expectations and involvement of the project stakeholders, and to obtain their approval and commitment for the project12. The executing stage of a project is the process of performing the work and producing the deliverables of the project. It involves implementing the project management plan, managing the project resources, executing the project activities and tasks, and creating the project outputs and outcomes. The executing stage helps to monitor and control the risks and opportunities that occur during the project, and to implement the planned responses and strategies to deal with them. The executing stage also helps to communicate and collaborate with the project stakeholders, and to manage their expectations and satisfaction12. The initiation stage of a project is the process of authorizing and launching the project. It involves identifying the problem or opportunity that the project intends to address, and defining the purpose, objectives, scope, and justification of the project. It also involves developing the project charter, which is a document that formally approves and initiates the project. The initiation stage helps to identify and assess the high-level risks and opportunities that are associated with the project, and to determine the feasibility and viability of the project. The initiation stage also helps to identify and engage the key project stakeholders, and to obtain their support and endorsement for the project12. The closing stage of a project is the process of finalizing and terminating the project. It involves verifying and validating the project deliverables, evaluating and documenting the project performance, and closing the project contracts and accounts. It also involves developing the project closure report, which is a document that summarizes and communicates the project results and lessons learned. The closing stage helps to identify and resolve the remaining risks and opportunities that are related to the project, and to ensure the project objectives and benefits are achieved. The closing stage also helps to acknowledge and appreciate the project stakeholders, and to transfer the project ownership and responsibility to the customer or sponsor12. References: CBAP® Handbook, Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition

 Risk Analysis and Management is a technique that involves identifying, assessing, and treating the uncertainties and potential negative impacts that may affect the requirement or the solution. Risk Analysis and Management can help the BA to identify scenarios that would alter the benefit delivered by a requirement, because it can help the BA to quantify and prioritize the risks, determine the appropriate responses and mitigation strategies, and monitor and control the risk exposure and outcomes. Risk Analysis and Management can also help the BA to communicate and report the risk status and issues to the stakeholders and the organization, and to ensure that the requirement delivers the expected value and benefit. Metrics and Key Performance Indicators, Data Modeling, or Document Analysis are not the best options for identifying scenarios that would alter the benefit delivered by a requirement, because they are either too specific, too general, or not directly related to the risk analysis and management process. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 346

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.4: Assess Solution Limitations, page 158

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 8: Solution Evaluation, page 346

Variance analysis is the process of comparing the planned project results with the actual project results and identifying the causes and impacts of any deviations. Variance analysis helps project managers to monitor and control the project performance, identify and mitigate risks, and implement corrective actions or changes if needed. Variance analysis can be applied to various aspects of the project, such as scope, schedule, cost, quality, and resources. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.5.3, p. 123

Planned vs. Actual Progress Explained - SmartPM

 A dependent task is a task that belongs to a certain work entity (project or process) and relates to other tasks of the same work entity in a way that ensures their interconnection and common direction. A dependent task can be a sub-task of a larger activity. It causes an effect to other tasks and sub-tasks. A dependent task cannot start until other tasks are completed, because it relies on the output, input, or resource of those tasks. A dependent task is also referred to as a logical relationship, because it shows the logical order or sequence of the tasks1. An analysis task is a task that involves examining, evaluating, or interpreting data, information, or requirements. An analysis task can be a dependent task or an independent task, depending on whether it requires the completion of other tasks or not. An analysis task can also be a predecessor task or a successor task, depending on whether it precedes or follows other tasks. An analysis task is a common type of task in business analysis2. A predecessor task is a task that comes before another task in a sequence or a network of tasks. A predecessor task can be a dependent task or an independent task, depending on whether it affects or is affected by other tasks or not. A predecessor task can also be an analysis task or a different type of task, depending on its nature and purpose. A predecessor task can start before other tasks are completed, as long as it does not depend on them3. An independent task is a task that does not belong to a certain work entity (project or process) or does not relate to other tasks of the same work entity. An independent task can be a standalone activity or a part of a larger activity. It does not cause an effect to other tasks or sub-tasks. An independent task can start at any time, regardless of the completion of other tasks, because it does not rely on the output, input, or resource of those tasks. An independent task is also referred to as a discrete task, because it is separate and distinct from other tasks1. References:

CBAP® Handbook

Predecessor Task - iiba.org

Dependent Task - iiba.org

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: IIBA BABOK 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 number of communication channels in a project is calculated by the formula:

n(n−1)/2

, where

n

is the number of stakeholders. Therefore, if there are 50 stakeholders in the current project, the number of communication channels is:

50(50−1)/2=1225

Communication channels are the pathways or mediums through which information is exchanged among the stakeholders. The more stakeholders involved in a project, the more communication channels are needed, and the more complex the communication management becomes. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 236; CBAP Sample Questions, question 248.

 The level of decomposition needed for the requirements depends on the complexity of the system, the level of detail required by the stakeholders, and the level of architecture decomposition that is necessary to specify the system being developed. The BA must take into account the stakeholder perspectives when decomposing the requirements, as different stakeholders may have different needs and expectations for the granularity and clarity of the requirements. The BA must also ensure that the decomposed requirements are consistent, feasible, verifiable, and traceable to the higher-level requirements. References:

BABOK Guide v3, Section 5.2.3: Decompose Requirements - Guidelines and Tools1

Step 4: Analyze, Refine & Decompose Requirements - AcqNotes2

MDRE: Developer Derived/Decomposed Requirements | SpringerLink3

Requirements Decomposition - ArgonDigital | Making Technology a …4

Requirements decomposition - No Magic Product Documentation

A business process model is a graphical representation that captures all of the activities within a business, the inputs and outputs of each activity, and the required resources to complete each activity. It shows the sequence, dependencies, roles, and responsibilities of the activities, as well as the information and materials that flow between them. A business process model can help to document, analyze, improve, and automate the business processes that deliver value to the customers and stakeholders. A business process model can also help to align the business and IT strategies, and to identify the gaps and opportunities for innovation. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 279

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

All About Business Process Mapping, Flow Charts and Diagrams | Lucidchart, under What is business process mapping?