How to Easily Pass the IIBA CBAP Exam: Expert Advice

 Business or technical risk is a requirements prioritization approach that involves ranking the requirements based on the potential negative consequences or uncertainties associated with their implementation or non-implementation. This approach can help to identify and mitigate the most critical risks early in the project and reduce the likelihood of project failure. Business or technical risk can be assessed by considering factors such as the impact on the business value, the feasibility of the solution, the complexity of the requirements, the dependencies among the requirements, the volatility of the requirements, and the stakeholder satisfaction. Business or technical risk is one of the common criteria for requirements prioritization, as it helps to balance the benefits and costs of the requirements1234. References: 1: Requirement prioritization3 2: The Ultimate Guide to Requirements Prioritization4 3: Business Analysis Techniques: Prioritizing Requirements5 4: Requirements Prioritization: How to Prioritize Requirements

 A top-down estimate is an estimate based on past projects to predict the current cost and/or duration of the current project. It is also called an analogous estimate, as it involves using data from previous, similar projects to estimate activity durations1. Top-down estimates are usually done at the early stages of a project, when there is notenough detail or information available to perform more accurate estimates. They are useful for providing a rough order of magnitude (ROM) or a ballpark figure for the project scope, cost and schedule. Top-down estimates are typically faster and cheaper to produce than bottom-up estimates, but they are also less accurate andreliable23. References: 2: Project Cost Estimation: How to Estimate Project Cost - ProjectManager2 3: 11 Cost Estimating Methods (With Formulas and Examples) | Indeed.com3 1: Understanding the Analogous Estimating Technique | Runn1

 Requirements prioritization is the process of ranking the requirements in the order of their importance or value to the stakeholders and the solution. Requirements prioritization helps to ensure that the most critical and beneficial requirements are implemented first, and that the project focuses on delivering the maximum value to the stakeholders within the available time and resources. Requirements prioritization also helps to manage the scope, schedule, budget, and quality of the project, as well as to handle changes and risks effectively123. References: 1: Five Requirements Prioritization Methods1 2: What is Requirements Prioritization?2 3: The 6 Most Important Requirements Practices3

 Focus groups are a type of requirements elicitation activity that involve gathering a group of stakeholders from different perspectives and backgrounds to discuss a specific topic or issue. Focus groups can help to identify the ideas and attitudes of the stakeholders about the current situation, the desired outcomes, the problems, the solutions, and the actions needed to improve the service. Focus groups can also help to generate new ideas, uncover hidden needs, and reveal conflicting opinions. Focus groups are facilitated by a moderator who guides the discussion, asks open-ended questions, and encourages participation from all members. Focus groups are usually recorded and analyzed to extract the key findings and requirements1234. References: 1: Software Engineering | Requirements Elicitation - GeeksforGeeks 2: A Review of Fundamental Tasks in Requirements Elicitation 3: Top 10 Most Common Requirements Elicitation Techniques 4: 20 Tips for Effective Requirements Elicitation | Inflectra

Overlooking a key set of stakeholders can have serious consequences for the project, as they may have different needs, expectations, and perspectives than the existing stakeholders. Their requirements may conflict with or invalidate the ones that have been already elicited and analyzed, leading to rework, delays, and increased costs. Alternatively, they may introduce new requirements that require changes to the project scope, schedule, budget, or quality. Therefore, it is important to identify all relevant stakeholders as early as possible in the business analysis process and to engage them throughout the project lifecycle. References:

• CBAP Handbook, page 12, section 2.0 Nine-Steps to Certification, step 3. Enter Your Eligibility Details into the BA Development Log
• [BABOK Guide], page 30, section 2.2 Conduct Stakeholder Analysis, task description and output
• CBAP/CCBA Study Guide, page 55, section 2.2.3 Stakeholder Analysis, stakeholder identification and analysis techniques

 Scope creep is the change or expansion in the project scope that occurs without proper assessment and approval. It can result in cost overruns, delays, and client satisfaction issues. Scope creep can happen due to unclear or changing requirements, lack of stakeholder involvement, poor communication, or inadequate change control. To prevent scope creep, business analysts should define the project scope clearly, manage stakeholder expectations, document and prioritize requirements, and follow a change management process. References:

• Scope Creep: Definition, Examples & How To Prevent It - Forbes
• What is Scope Creep and 7 Ways to Avoid it [2023] • Asana
• What is the meaning of Scope Creep in Project Management?

The lessons learned document is a document that captures and documents the successes, opportunities for improvement, failures, and recommendations for improving the performance of future projects or project phases. The lessons learned document is updated throughout the project lifecycle, not just at a specific phase. Updating the lessons learned document throughout the project lifecycle helps to ensure that the valuable knowledge and experience gained from the project are recorded, shared, and applied in a timely and effective manner. It also helps to avoid repeating the same mistakes or missing the same opportunities in the current or future projects1. The lessons learned document is updated at the end of each project phase or iteration, or whenever a significant event or change occurs in the project. The lessons learned document is also reviewed and finalized at the end of the project, as part of the project closure process23. References:

• CBAP® Handbook
• Business Analysis Body of Knowledge (BABOK® Guide) - Version 3, section 7.6 Manage Project Closure
• Lessons Learned - iiba.org

The BA can alleviate the concerns of the stakeholders in domain 2 by presenting a model applicable for them. A model is a representation of a concept or system that is used to communicate, analyze, or design. A model can help the BA to convey complex or abstract information in a clear and concise way, using the appropriate level of detail, notation, and terminology for the audience. A model can also help the BA to elicit feedback, validate understanding, and resolve issues or conflicts. A survey, an estimation, or a backlog are not the best options to alleviate the concerns of the stakeholders in domain 2, because they are either too general, too specific, or too technical, and they do not address the root cause of the problem, which is the lack of clarity and relevance of the presentation. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 279
• 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 279

A business analyst is responsible for preparing the business architecture, feasibility studies, and business cases. A business analyst is a professional who analyzes the needs and problems of an organization and its stakeholders, and proposes solutions that deliver value to them. A business analyst performs various tasks, such as eliciting, analyzing, validating, and managing requirements, conducting stakeholder analysis, modeling business processes, designing solutions, assessing risks, and evaluating alternatives. A business analyst also prepares various documents, such as business architecture, feasibility studies, and business cases, to communicate the business needs and the proposed solutions to the relevant stakeholders and decision-makers. A business architecture is a description of the current and future state of the business, including its vision, goals, objectives, strategies, capabilities, processes, and organizational structure. A business architecture helps to align the business and IT strategies, and to identify the gaps and opportunities for improvement. A feasibility study is an assessment of the technical, financial, and operational viability of a proposed project or initiative. A feasibility study helps to determine if the project is worth pursuing, and if it can be successfully implemented within the given constraints and resources. A business case is a document that provides the justification and rationale for a proposed project or initiative, based on its expected costs, benefits, risks, and impacts. A business case helps to secure the approval and funding for the project, and to measure its performance and outcomes. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, pages 3-4, 47, 343
• Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide, Business Analysis Standard, and Standards, Regulations, and Best Practices
• The Differences Between Feasibility Studies and Business Cases

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