How to Easily Pass the IIBA CBAP Exam: Expert Advice

GAP analysis is a technique that involves determining and documenting the variance between business requirements and current capabilities. GAP analysis helps to identify the gaps or discrepancies between the current state and the desired state of a system or a process. GAP analysis can also help to prioritize the requirements, define the scope, and plan the actions needed to close the gaps. GAP analysis is different from risk analysis, which is a technique that involves identifying, assessing, and managing the uncertainties and threats that may affect the project objectives. GAP analysis is also different from schedule analysis, which is a technique that involves estimating, monitoring, and controlling the time and resources needed to complete the project activities. GAP analysis is not a cost benefit analysis, which is a technique that involves comparing the costs and benefits of alternative solutions or courses of action. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Enterprise Analysis, page 215-216.
• Business Capability Analysis: How to analyze capabilities, paragraph 3
• ProjectManagement.com - Variance Analysis, paragraph 1
• Which of the following techniques involves determining and documenting …, paragraph 1

Work breakdown structure creation is a technique that can be used to plan and manage the business analysis work, but it is not a technique to specify or model requirements. Organization modeling, data modeling, and state diagrams are all techniques that can be used to describe different aspects of the requirements, such as the stakeholders, the data, and the behavior of the solution. References:

• CBAP Handbook, page 6, Exam Blueprint, Knowledge Area 4: Requirements Analysis and Design Definition
• BABOK Guide, Chapter 10: Techniques, Section 10.1: Acceptance and Evaluation Criteria Definition, Section 10.8: Data Modeling, Section 10.34: State Modeling, Section 10.37: Work Breakdown Structure

The confirm elicitation results process is a technique to ensure that the information gathered during an elicitation session is accurate, consistent, and understood by all stakeholders. It involves checking the elicited information for errors, omissions, conflicts, or ambiguity, and resolving any discrepancies or gaps. The purpose of this process is to validate that the stated requirements expressed by the stakeholders match the stakeholders’ understanding of the problem and the stakeholders’ needs, not the solution, the project sponsor, or the project scope1. References: Confirm Elicitation Results - iiba.org

According to the BABOK Guide, the business analyst must ensure that any information captured on a whiteboard or other temporary medium is transferred to a more permanent medium before it is lost or erased. This is part of the documentation and communication of the elicitation results. The other options are not required by the BABOK Guide, though they may be useful in some situations. References: BABOK Guide, Version 3, Section 4.4.6, p. 121; Certified Business Analysis Professional (CBAP) Handbook, p. 6.

The elicitation scope defines the boundaries of the elicitation activity and ensures that the BA and the stakeholders focus on the relevant information and avoid unnecessary details or tangential points. The elicitation scope helps the BA to communicate the purpose, objectives, and expected outcomes of the elicitation activity to the stakeholders, and to manage their expectations and participation. The elicitation scope is influenced by the business domain, corporate culture, group dynamics, and expected outputs, as these factors affect the type and level of information that is needed and available for the project. References:

• BABOK Guide v3, Section 4.1.1: Prepare for Elicitation - Inputs1
• Preparing for elicitation – The Functional BA2
• What Is Elicitation: Top Requirement Elicitation Techniques for 20243

A responsibility assignment matrix (RAM) chart is a type of chart that shows the correlation between project team members and the work they’ve been assigned to complete. A RAM chart is a matrix that maps the project activities or deliverables to the project roles or resources. A RAM chart helps to define and clarify the roles and responsibilities of the project team members, as well as to identify the gaps, overlaps, or conflicts in the work assignments. A RAM chart is also known as a linear responsibility chart (LRC) or a resource allocation matrix (RAC). A RACI chart is a specific type of RAM chart that uses the RACI notation to indicate the level of involvement of each team member in each activity or deliverable. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 237; CBAP Sample Questions, question 239.

The project charter is the document that is created first after the project is awarded and the statement of work is handed over to the project manager. The project charter is a high-level document that formally authorizes the initiation of the project and defines the project vision, objectives, scope, deliverables, stakeholders, roles and responsibilities, assumptions, constraints, risks, and success criteria. The project charter also identifies the project sponsor, the project manager, and the project budget and schedule. The project charter provides the direction and guidance for the project and serves as a reference point for future decisions and changes. The project charter is usually created by the project sponsor or the customer, in collaboration with the project manager and the business analyst, and approved by the key stakeholders. References: [IIBA BABOK Guide v3], section 5.1.1, page 161; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 233; CBAP Sample Questions, question 243.

 The first step for the BA is to understand the current state of the service provider’s business operations and the root causes of the reduced profit margin. This will help the BA to identify the problems and opportunities for improvement, as well as to establish a baseline for measuring the effectiveness of the proposed solutions. The BA can use various techniques to conduct the current state analysis, such as document analysis, interviews, observation, surveys, and SWOT analysis. The other options are not the first step, as they are either focused on the future state or the solution, without understanding the current situation and the underlying needs. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 93-94
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 106-109

 A data flow diagram is a technique that helps to create a high-level overview of a business process by showing the movement and transformation of data between entities and processes. A data flow diagram uses graphical symbols and arrows to represent the sources and destinations of data, the processes that manipulate data, the data stores that store data, and the data flows that transfer data. A data flow diagram can help the BA to understand the current state of the business process, to identify the data requirements and dependencies, and to communicate the data logic and structure to the stakeholders. An entity relationship diagram is a technique that helps to represent the data and information needs of an organization or a solution using graphical or textual symbols and relationships. An entity relationship diagram shows the entities that are relevant to the domain, the attributes that describe the entities, and the relationships that exist between the entities. An entity relationship diagram can help the BA to define and analyze the data requirements, but it does not show the movement and transformation of data between entities and processes. A scope model is a technique that helps to define the boundaries and context of a project or a solution. A scope model shows the elements that are within the scope, the elements that are out of scope, and the interfaces and interactions between the elements. A scope model can help the BA to clarify the scope and objectives of the project or solution, but it does not show the movement and transformation of data between entities and processes. A process model is a technique that helps to represent the activities and tasks that are performed to achieve a specific goal or outcome. A process model shows the sequence and flow of the activities and tasks, the roles and responsibilities of the performers, the inputs and outputs of each activity or task, and the rules and conditions that govern the process. A process model can help the BA to define and analyze the business process, but it does not show the movement and transformation of data between entities and processes. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.18: Data Flow Diagrams, p. 522-524; Section 10.19: Data Modeling, p. 525-527; Section 10.42: Scope Modeling, p. 554-556; Section 10.43: Process Modeling, p. 557-559.

 In order to gain consensus between the CFO and other management, the BA could estimate the potential value delivered by each option and present the results to the stakeholders. This would involve assessing the benefits, costs, and risks of each option, as well as the alignment with the strategic objectives and customer needs. By estimating the value, the BA could help the stakeholders understand the trade-offs and implications of each option, and facilitate a rational and informed decision-making process. References:

• IIBA BABOK Guide, Section 9.4, Evaluate Solution Options
• How to Estimate the Value of a Business Analysis Solution, Bridging the Gap
• Business Analysis Techniques: Estimating Value, Business Analyst Learnings