How to Easily Pass the IIBA CBAP Exam: Expert Advice

The question asks about the time required to achieve the desired sales and retention goals, given the current rate of increase. To answer this question, we need to use the formula for compound growth rate, which is:

Final value = Initial value x (1 + Growth rate) ^ Number of periods

We can apply this formula to both sales and retention, using the given values and solving for the number of periods. For sales, we have:

1.15 = 1 x (1 + 0.06) ^ Number of periods

Taking the natural logarithm of both sides, we get:

ln(1.15) = ln(1 + 0.06) x Number of periods

Dividing by ln(1 + 0.06), we get:

Number of periods = ln(1.15) / ln(1 + 0.06)

Using a calculator, we get:

Number of periods = 2.29

Since each period is six months, we multiply by 6 to get the number of months:

Number of months = 2.29 x 6

Number of months = 13.74

Rounding up to the nearest whole number, we get:

Number of months = 14

Therefore, it will take 14 months, or about 18 months, to achieve the sales goal.

For retention, we have:

1.1 = 1 x (1 + 0.05) ^ Number of periods

Repeating the same steps as above, we get:

Number of periods = ln(1.1) / ln(1 + 0.05)

Number of periods = 1.86

Number of months = 1.86 x 6

Number of months = 11.16

Rounding up to the nearest whole number, we get:

Number of months = 12

Therefore, it will take 12 months, or 1 year, to achieve the retention goal.

References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Solution Assessment and Validation, p. 211-212
• Certified Business Analysis Professional™ (CBAP®) Specialization, Course 4: Business Analysis: Solution Evaluation, Week 2: Solution Performance Assessment, Video: Solution Performance Metrics
• Compound Growth Rate Calculator

• Interviews are a common and effective technique for eliciting requirements from stakeholders1234.
• Interviews allow the BA to gain an in-depth understanding of the business needs and create the opportunity for a discussion and clarification on any statements made by the stakeholder5.
• Interviews enable the BA to ask open-ended questions, probe for details, and uncover hidden or implicit requirements that the stakeholder may not be aware of or may not express otherwise124.
• Interviews can also help the BA to establish rapport and trust with the stakeholder, which can facilitate the collaboration and communication throughout the project12.
• Interviews can be used to verify facts, clarify ambiguity, trigger enthusiasm, engage end users, identify requirements and solicit opinions and ideas3.

The other options are not as good as option D because:

• Option A is not a good approach because it assumes that the current solution is suitable for the PGA department without validating it with the actual users. Deploying the solution without eliciting user requirements may result in low user satisfaction, low adoption, and poor performance. Surveying users for improvement proposals after the deployment may be too late or too costly to implement changes.
• Option B is better than option A, but it still relies on the assumption that the current solution can meet the PGA needs with minimal customization. Utilizing the solution in a test environment with actual data may help elicit some feedback, but it may not capture all the requirements or address all the issues that the users may have. Moreover, this approach may require more time and resources than conducting interviews.
• Option C is also better than option A, but it may not be sufficient to collect the requirements from the sponsor and domain subject matter experts only. The sponsor may not represent the views and needs of all the users, and the domain subject matter experts may not be familiar with the current solution or the future state of the process. Collecting the requirements from a wider range of stakeholders, including the end users, can help ensure that the solution is aligned with the business goals and user expectations.

The modeling technique that the BA will use to create this diagram is state modeling, as it is used to represent the dynamic behavior of an entity or a system over time. A state model shows the possible states that an entity can have, the events or conditions that trigger a change from one state to another, and the actions or outcomes that result from a state change. A state model can help to illustrate the various levels that a trainee goes through in a martial arts seminar, such as white belt, yellow belt, green belt, etc., and the criteria or requirements for advancing to the next level. References: The answer can be verified from the following sources:

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 10: State Modeling, p. 344-347.
• Business Analysis for Practitioners: A Practice Guide, Chapter 5: Requirements Analysis and Design Definition, p. 133-134.

 The BA is performing an enterprise assessment, which is the process of evaluating the current state and capabilities of the enterprise in relation to the desired future state and the proposed solution. An enterprise assessment can include reviewing the existing processes, tools, systems, culture, structure, and strategy of the enterprise, and identifying their strengths, weaknesses, opportunities, and threats. An enterprise assessment can help the BA to determine the feasibility, readiness, and risks of adopting a potential solution, and to recommend the appropriate change strategy and transition plan. The other options are not the best answers, as they are more specific types of assessments that focus on a particular aspect of the enterprise, such as the stakeholders, the organization, or the operations. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

Stakeholder availability, attitude, and willingness to engage are critical factors for the success of any business analysis effort, as they affect the quality, validity, and acceptance of the requirements and the solution. If the stakeholders are not available or willing to participate in the elicitation, validation, and verification activities, the BA may face difficulties in obtaining, confirming, and managing the requirements, and in ensuring that they meet the stakeholder needs and expectations. Moreover, if the stakeholders are not engaged or supportive of the change initiative, they may delay or reject the approval of the requirements or the solution, which can impact the timeliness of project delivery as well as the realization of the business value. Therefore, the BA should try to schedule stakeholder meetings as early and as frequently as possible, and use various techniques to communicate and collaborate with the stakeholders effectively. The other options are not the best answers, as they are not directly influenced by the stakeholder availability, attitude, and willingness to engage, but rather by other factors, such as the testing strategy, the governance approach, the reuse strategy, or the risk management process. References: Golden Rules of Stakeholder Engagement in Business Analysis, Engaging Stakeholders in Elicitation and Collaboration, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, [BABOK Guide]

The type of analysis that would help the BA gain approval to proceed with creating this type of training program for this team is cost benefit analysis, as this is a technique that helps to compare the expected costs and benefits of a proposed solution or change. Cost benefit analysis can help the BA to demonstrate the value and feasibility of the training program, as well as the potential risks and impacts of not implementing it. By showing the positive return on investment and the alignment with the business objectives and needs, the BA can persuade the decision makers and stakeholders to approve the training program. References: The answer can be verified from the following sources:

• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 7: Strategy Analysis, p. 232-233; Chapter 10: Cost Benefit Analysis, p. 352-355.
• Business Analysis for Practitioners: A Practice Guide, Chapter 6: Solution Evaluation, p. 159-160.

Total cost of ownership (TCO) is a financial estimate that helps consumers and enterprise managers determine direct and indirect costs of a product or system. TCO goes beyond the initial purchase price or implementation cost to consider the full cost of an asset over its useful life. It is a key concept in the business analysis tasks of enterprise analysis and solution assessment and validation. TCO can help evaluate the feasibility and viability of different solution options and compare them with the business need and expected benefits. References:

• IIBA BABOK Guide v3, p. 30, 176, 264
• CBAP 150 Practice Questions Flashcards, Question 1
• Production Costs: What They Are and How to Calculate Them - Investopedia
• Cost of Solution vs. Cost of Problem · Jens Oliver Meiert

The change-driven approach is an agile method that focuses on delivering value to the customer in short iterations and adapting to changing requirements. The change-driven approach favors defining requirements through team interaction, as this allows for more collaboration, feedback, and learning among the stakeholders. The change-driven approach also uses minimal documentation and relies on working software as the primary measure of progress. The change-driven approach is suitable for projects that have high uncertainty, complexity, and volatility. References:

• Business Analysis Approach (BA Planning & Monitoring)
• Adapting Your Requirements Practices | StickyMinds
• Requirements definition and management — English - SFIA

SWOT analysis is a technique for assessing the internal and external factors that may affect the feasibility, acceptability, and suitability of a proposed solution or solution approach. It evaluates the strengths and weaknesses of the solution or solution approach, as well as the opportunities and threats in the business environment. SWOT analysis helps to identify the key issues and risks that need to be addressed or mitigated, as well as the potential benefits and advantages that can be leveraged or enhanced. References:

• A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, Chapter 10: Techniques, Section 10.50: SWOT Analysis
• SWOT Analysis: How To With Table and Example - Investopedia
• SWOT - Definition, Examples, Process, Uses - Corporate Finance Institute

 Functional is not a characteristic of a requirement, but a type of requirement. A functional requirement describes what the system or solution should do, such as the features, functions, behaviors, or capabilities1. A characteristic of a requirement is a quality or attribute that makes the requirement good or effective. There are different sources that list different characteristics of a requirement, but some of the common ones are: clear, complete, consistent, correct, feasible, modifiable, unambiguous, and testable2345. These characteristics help to ensure that the requirement is well-defined, understood, verified, and validated. References:

• Functional vs Non-functional Requirements: What’s the Difference?
• 1.4 Characteristics of a Good Requirement - InformIT
• How To Write a Good Requirement? 14 Qualities | Insights Spotter
• Needs and Solutions, Requirements and Designs - IIBA®
• Effectively! – Requirement Characteristics - ArgonDigital