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

 According to the BABOK® Guide, one of the tasks of defining the business need is to review the requirements stated documentation and ensure that it reflects the actual business requirements, not a description of the solutions. This is important because the business need should be based on the underlying problem or opportunity, not on a predetermined solution. The other options are not relevant to this task. References: BABOK® Guide, v3, p. 30; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, p. 36.

 A task list is a tool that helps to organize and track the business analysis activities. Each task in the task list must have a unique number that identifies it and allows it to be referenced and tracked. The unique number can also be used to link the task to other elements, such as requirements, deliverables, stakeholders, or risks. The unique number can be assigned sequentially or based on a coding scheme that reflects the task hierarchy or category. References: BABOK Guide v3, page 38; CBAP / CCBA Certified Business Analysis Study Guide, page 77.

 Document analysis is a requirements elicitation technique that examines the available information, documentation, records, and history of a solution, organization, or cause to identify relevant information to the current business analysis duties. Document analysis helps the business analyst to understand the existing processes, policies, standards, regulations, and systems that may affect the project or the solution. Document analysis also helps to discover the implicit, hidden, or undocumented requirements that may not be easily obtained from other sources. Document analysis can be done using various types of documents, such as business plans, contracts, manuals, reports, diagrams, models, or logs. Document analysis is different from benchmarking, which is a technique that compares the performance or practices of an organization or a solution with those of other organizations or solutions. Document analysis is also different from dataflow diagrams, which are graphical models that show how data moves through a system or a process. Document analysis is not requirements elicitation, which is a general term for the process of gathering and discovering the requirements from various sources and stakeholders. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 181-182.

[Requirements Elicitation in Software Engineering Complete Guide …, paragraph 3

Elicitation Technique Guide | Info-Tech Research Group, paragraph 1

Requirements elicitation techniques: a systematic literature review …, paragraph 1

Benchmarking is the process of comparing the performance or quality of a product, service, or process against a standard or best practice. Bob and Susan are benchmarking the materials by testing them and measuring the results to see how they compare to each other. This will help them select the best material for their project.

References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Enterprise Analysis, page 217.

BABOK® Guide, Version 3, Section 3.4: Strategy Analysis, page 50.

 A plan-driven approach to business analysis planning and monitoring is one that follows a predefined and detailed plan for the business analysis activities, deliverables, and tasks. A plan-driven approach is usually preferred when the scope, requirements, and solution are well-defined and stable, and when the stakeholders have a high degree of agreement and alignment. A plan-driven approach typically requires a significant amount of formality and detail in the documentation, approval, and communication of the requirements and the business analysis work. A plan-driven approach is also known as a predictive or waterfall approach. References:

BABOK® Guide, p. 13-14

CBAP / CCBA Certified Business Analysis Study Guide, p. 27-28

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 2, Video: “Business Analysis Planning and Monitoring”

A current state domain model is a visual representation of the existing business domain, including the entities, attributes, relationships, and rules that define the current situation. A current state domain model can help identify opportunities for improvement by highlighting the gaps, issues, or inefficiencies in the current domain. A current state domain model can also help validate the solution scope with business and technical stakeholders by providing a common understanding of the current domain and its boundaries. A current state domain model can also help assist stakeholders in understanding the current state by showing the structure and logic of the current domain in a simple and clear way. However, a current state domain model cannot help the business analyst create Pareto charts for process improvement, as Pareto charts are a different type of analysis tool that show the frequency and impact of different types of problems or causes. Pareto charts are not based on the current state domain model, but rather on the data collected from the current processes or activities. References: BABOK Guide v3, page 123; CBAP / CCBA Certified Business Analysis Study Guide, page 181.

Active observation is a technique of observing the behavior and activities of stakeholders while asking questions or participating in the work. Active observation can help to gain a deeper understanding of the work processes and environment of the stakeholders, as well as any issues or challenges they face. Active observation can also help to build rapport and trust with the stakeholders, and to elicit tacit or implicit knowledge that may not be easily expressed. In this case, Martha is using active observation by working alongside Sarah and helping her complete the work, so that Martha can understand all of the steps Sarah must complete. References: BABOK Guide v3, page 97; CBAP / CCBA Certified Business Analysis Study Guide, page 163.

Problem tracking is not a technique for conducting elicitation, but rather a technique for managing requirements. Problem tracking is used to identify, document, and resolve issues that arise during the business analysis process. Problem tracking helps to ensure the quality and validity of the requirements and the solutions. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, p. 177

BABOK® Guide, Section 4.2: Conduct Elicitation, p. 106-107

BABOK® Guide, Section 4.6: Manage Requirements, p. 121-122

 A requirements package is a document that contains a set of requirements that have been analyzed, refined, and formatted to meet the needs of various stakeholders. The primary goal of developing a requirements package is to communicate the requirements effectively and efficiently to the intended audience. A requirements package may include different levels of detail, different types of requirements, different formats and structures, and different supporting information depending on the stakeholder’s needs and preferences. A requirements package should be clear, concise, consistent, complete, correct, and testable. References:

Certified Business Analysis Professional Handbook, page 24

BABOK Guide, page 121

The creative thinking process is a technique to generate and evaluate new ideas for solving problems or improving situations. The effectiveness of the creative thinking process can be measured by three values: novelty, usefulness, and feasibility1. Novelty refers to how original, unique, or different the ideas are. Usefulness refers to how well the ideas address the problem or opportunity. Feasibility refers to how practical, realistic, or implementable the ideas are. Generating a pre-determined number of new ideas for a business solution is not a measurement of effective creative thinking, as it does not reflect any of these values. The quantity of ideas is not as important as the quality of ideas in terms of novelty, usefulness, and feasibility. References: BABOK® Guide

1: https://www.iiba.org/globalassets/standards-and-resources/babok/babok-guide-v3.pdf