How to Easily Pass the IIBA CBAP Exam: Expert Advice

The Stakeholder Communications Plan is a document that describes how the BA will communicate with the stakeholders throughout the project. It includes information such as the communication objectives, methods, frequency, format, and recipients. The BA can use this plan to determine how to communicate the change in scope and the final decision to the wider stakeholder group. The other options are not relevant to the question. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 77
• Business Analysis Body of Knowledge (BABOK) Guide, page 30

 The BA should first understand the root cause of the problem before proposing any solution. Reviewing historic sales and related data can help the BA identify patterns, trends, and factors that affect the customer base. This can also help the BA validate or invalidate the assumption that increased competition is the main cause of the problem. Performing market research, creating a training program, or identifying training providers are potential solutions that should be considered only after the problem is clearly defined and analyzed. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 253
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.1: Analyze Current State, page 95

 A focus group is a technique for eliciting information from a group of stakeholders who have knowledge or experience on a specific topic. It involves asking open-ended questions, facilitating discussions, and capturing feedback. A focus group can help the BA to gather information about the decision making authorities within the company by engaging with the relevant stakeholders, such as project sponsors, managers, directors, or board members. The BA can use the focus group to understand the roles, responsibilities, and expectations of the decision makers, as well as the criteria, methods, and processes they use to make decisions. The other options are not suitable techniques for gathering this information. A market analysis is a technique for researching and analyzing the external factors that affect the demand, supply, and opportunities for a product, service, or solution. A survey is a technique for collecting quantitative or qualitative data from a large number of respondents using a predefined set of questions. A cost benefit analysis is a technique for comparing the costs and benefits of alternative solutions or courses of action. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Elicitation and Collaboration, p. 164-165, 168-169, 171-172; A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.2: Prepare for Elicitation, p. 94-95; Chapter 10: Techniques, Section 10.15: Focus Groups, p. 378-379.

 A work breakdown structure (WBS) is a visual decomposition of the project scope into smaller and manageable components or deliverables. A WBS is a hierarchical representation of the work that needs to be done to complete the project and achieve its objectives. A WBS defines the scope, schedule, cost, and quality of the project, and helps to allocate the resources and assign the responsibilities for the project. A WBS also helps to identify the dependencies, risks, and issues of the project, and to monitor and control the project performance12. A budgeted cost of work scheduled (BCWS) is a measure of the planned value of the project. A BCWS is the sum of the budgets for all the work packages and activities that are scheduled to be completed by a given date. A BCWS defines the expected cost of the project, and helps to compare the actual cost and the earned value of the project. A BCWS also helps to identify the cost variance and the cost performance index of the project, and to forecast the cost at completion and the estimate at completion13. A resource breakdown structure (RBS) is a visual decomposition of the resources that are needed to complete the project. An RBS is a hierarchical representation of the human and non-human resources that are required to perform the work packages and activities of the project. An RBS defines the types, categories, and quantities of the resources, and helps to estimate, acquire, and manage the resources for the project. An RBS also helps to identify the availability, utilization, and allocation of the resources, and to optimize the resource efficiency and effectiveness14. A product breakdown structure (PBS) is a visual decomposition of the products that are delivered by the project. A PBS is a hierarchical representation of the components and features that make up the products of the project. A PBS defines the scope, quality, and functionality of the products, and helps to design, develop, and test the products for the project. A PBS also helps to identify the requirements, specifications, and standards of the products, and to verify and validate the products1 . References:

• CBAP® Handbook
• Work Breakdown Structure - iiba.org
• Budgeted Cost of Work Scheduled - iiba.org
• Resource Breakdown Structure - iiba.org
• [Product Breakdown Structure - iiba.org]

 Milestone funding is an approach where the project is funded for enough capital to reach the next milestone, which is a predefined point in the project where some deliverables are completed or some criteria are met. Milestone funding helps to reduce the risk of investing too much money in a project that may not deliver the expected value or benefits. It also helps to monitor the progress and performance of the project and ensure that the project is aligned with the business objectives and stakeholder expectations. Milestone funding is a common practice in agile projects, where the project is divided into short iterations that deliver incremental value and feedback. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 229; CBAP (Certified Business Analysis Professional): 230+ Exam Practice Questions with Detail Explanations and Case Study Based Questions, question 230.

 Risk Analysis and Management is a technique that involves identifying, assessing, and treating the uncertainties and potential negative impacts that may affect the solution or the stakeholders. Risk Analysis and Management will enable the BA to record and handle the threats in the solution on an ongoing basis, 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 solution delivers the expected value and benefits. Root Cause Analysis, Solution Performance Analysis, or Solution Scope are not the best options for recording and handling the threats in the solution on an ongoing basis, because they are either too specific, too general, or not directly related to the risk 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

 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 review the future state with the process owner who expresses a strong opinion that the solution will not deliver the expected value. This is because the future state describes the desired outcomes, benefits, and capabilities of the solution, and how it will address the business need and stakeholder requirements. By reviewing the future state, the BA can help the process owner to understand the value proposition of the solution, clarify any misunderstandings or assumptions, and address any concerns or objections. This can help to increase the process owner’s engagement and support for the change. Updating the requirements, recording the feedback and continuing, or changing the governance approach are not the best options because they do not address the root cause of the problem and may result in resistance or conflict. 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 BA should inform the stakeholders that the regulatory requirement takes precedence over other requirements, because it is a mandatory constraint that must be satisfied by the solution. The BA should explain the rationale and implications of the regulatory requirement, and how it affects the other requirements and the solution scope. The BA should also seek to resolve any conflicts or issues that may arise from the stakeholders, and ensure that they understand and accept the priority of the regulatory requirement. Measuring the value of the other requirements against the penalty of not meeting the regulatory requirement, comparing the regulatory requirement to the recommended solution, or determining a means to work around the regulatory requirement are not the best options, because they do not address the root cause of the problem and may result in non-compliance, legal liability, or stakeholder dissatisfaction. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 122
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.5: Prioritize Requirements, page 62
• 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 3: Requirements Life Cycle Management, page 122

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.