How to Easily Pass the IIBA CBAP Exam: Expert Advice

One of the possible reasons for the disagreement among the stakeholders is that they have different interpretations of the requirements, which may lead to conflicting expectations, assumptions, and preferences. The BA should use various techniques to elicit, analyze, validate, and communicate the requirements clearly and consistently to all the stakeholders, and to resolve any ambiguities or discrepancies. The BA should also ensure that the requirements align with the business need and the solution scope that were formally approved by the stakeholders at the beginning of the project.

 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

A Pareto chart is a quality control tool that displays the frequency of defects or problems in descending order of importance. It helps to identify the most significant causes of poor quality and prioritize improvement actions. A Pareto chart is based on the Pareto principle, also known as the 80-20 rule, which states that 80% of the effects come from 20% of the causes. By using a Pareto chart, a business analyst can focus on the vital few causes that account for most of the defects or problems, rather than the trivial many that have little impact. References:

• BABOK Guide v3, section 10.36 Pareto Chart
• IIBA Business Analysis Competency Model, version 4.0, section 5.2.3.1.2 Pareto Chart

Focus groups are directed conversations for gathering ideas, opinions, and attitudes about a product, service, problem, or opportunity. Focus groups are a type of elicitation technique that involves bringing together a group of selected stakeholders, usually potential or actual users or customers, and facilitating a structured discussion on a specific topic. Focus groups help to explore the needs, expectations, preferences, and perceptions of the stakeholders, as well as to generate new ideas or solutions. Focus groups also help to identify the commonalities and differences among the stakeholders, as well as the risks and opportunities related to the product, service, problem, or opportunity. References: IIBA BABOK Guide v3, section 4.2.4, page 114; CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 176; CBAP Exam Questions - Institute i4, question 244.

Risk analysis is the process of defining and analyzing the dangers to individuals, businesses, and government agencies posed by potential natural and human-caused adverse events. Risk analysis involves identifying the sources and consequences of risk, estimating the likelihood and severity of risk events, and evaluating the effectiveness and feasibility of risk mitigation strategies. Risk analysis can be applied to various domains, such as IT, finance, security, health, environment, etc. Risk analysis can help to make informed decisions, optimize resource allocation, and enhance performance and resilience. One of the aspects of risk analysis is to measure the maturity level of the security program, which is the degree of development and capability of the security processes and controls that protect the organization from threats and vulnerabilities. A security maturity model is a framework that defines the stages or levels of security maturity and provides a roadmap for improvement. A security maturity model can help to identify the strengths and weaknesses of the security program, prioritize the actions and resources, and benchmark the progress and impact of the security program. References:

• Security Maturity Models: Levels, Assessment, and Benefits, paragraph 1
• Maturity Model | SANS Security Awareness, paragraph 1
• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47

The relationship between use cases “Create a role” and “Find a role” when there is a high level of formality is derive. This means that the use case “Find a role” is derived from the use case “Create a role”, because it is a sub-function or a variation of the main function. A derived use case is dependent on another use case and cannot be performed independently. A derived use case can also be called an extension, an inclusion, or a generalization of another use case. The other options are not valid relationships between use cases. Validate, necessity, and satisfy are relationships between requirements and other elements, such as stakeholders, objectives, or design components. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 293
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis and Design Definition, section 7.5: Specify and Model Requirements, page 135
• 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 293

The risk management plan is a document that describes how risk management will be performed throughout the project. It includes tasks and roles for identifying, analyzing, responding, and monitoring risks. It also defines the risk categories, the schedules for risk management activities, the definitions of probability and impact, and the stakeholders’ tolerances for risk exposure and acceptance. The risk management plan provides guidance and direction for managing risks effectively and efficiently. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 228; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 5, page 228.

 Operational assessment is a type of analysis that involves evaluating the current state of the business processes, activities, and performance, and identifying the gaps, issues, and opportunities for improvement. Operational assessment was missed prior to purchasing a solution, because it would have helped to understand the differences and similarities between the Life and Non-Life teams, and to determine the best solution that would meet the needs and expectations of both groups. By skipping the operational assessment, the company bought a solution that did not fit the processes and preferences of the Non-Life team, and resulted in inefficiency and dissatisfaction. Organizational structure, stakeholder impact analysis, or stakeholder location are not the best options for the type of analysis that was missed, 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 6: Strategy Analysis, page 248
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.2: Analyze Current State, page 95
• 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 248

A Gantt chart is a graphical tool that represents the duration of activities against a calendar. It shows the start and end dates, dependencies, and progress of each activity in a project. A Gantt chart can help project managers to plan, schedule, monitor, and control the project activities. It can also help to identify the critical path, which is the longest sequence of activities that determines the minimum time required to complete the project. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47
• What Is a Gantt Chart? | Definition & Examples | APM
• Activity Duration Estimates: Definition, Importance and Techniques - Indeed, under What are activity duration estimates?

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