Free IIBA CBAP Practice Exam with Questions & Answers | Set: 5

 In addition to existing regulations and contracts, the BA also checks the policies of the organization that may constrain the project. Policies are the guidelines or principles that govern the decision making and actions of the organization. They reflect the values, vision, and mission of the organization and provide a framework for achieving its goals and objectives. Policies can also influence the scope, feasibility, and acceptance of the project and its solution. Therefore, the BA should identify and analyze the policies that are relevant to the project and ensure that they are aligned with the requirements and the solution. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 206-207

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 106-107

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.3: Assess Enterprise Limitations, p. 277-278

Opportunity cost is the value of the next best alternative that is forgone as a result of making a decision1. In this scenario, the opportunity cost of choosing Project B over Project A is the value of Project A, which is $235,987. This means that by pursuing Project B, the organization is giving up the potential benefit of earning $235,987 from Project A. The risk of Project B is not relevant for calculating the opportunity cost, as it only affects the expected return of Project B, not the value of Project A. The difference between the values of Project B and Project A ($331,013) is not the opportunity cost, as it does not reflect the value of the forgone alternative. The value of Project B ($567,000) is not the opportunity cost, as it is the value of the chosen alternative, not the forgone one. References: 1: Opportunity Cost: Definition, Calculation Formula, and Examples1

The BA should provide process models as artifacts that can be used organization wide for the long-term. Process models are graphical representations of the activities, inputs, outputs, and interactions of a business process. They can help to document, analyze, improve, and communicate the current and future states of a process. They can also serve as a basis for developing other artifacts, such as requirements, test cases, user manuals, and training materials. Process models can be useful for various stakeholders, such as business users, managers, developers, testers, and trainers, to understand and optimize the business process. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model and Validate Requirements, p. 263-264

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.4: Model Requirements, p. 159-160

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 9: Solution Evaluation, Section 9.5: Assess Organizational Readiness, p. 261-262

 A cultural assessment is a process of evaluating the current state of the enterprise culture and how well it aligns with the goals and values of the organization. It can help the BA understand the expectations, experiences, philosophies, and behaviors that guide the stakeholders in the organization. By conducting a cultural assessment, the BA can identify the potential impacts of the solution change on the organizational culture and vice versa. The BA can also use the assessment results to plan for effective change management and stakeholder engagement strategies. References:

IIBA BABOK Guide, Section 3.5.2, Enterprise Culture Assessment

Cultural Assessments: What They Are and How To Conduct One, Indeed.com

Culture Assessment: Definition, Framework, Types of Culture and Questions, QuestionPro.com

 The BA should consider including the priority of each requirement in the project requirements document. The priority is the relative importance or urgency of a requirement in relation to other requirements, based on the value, risk, or dependency of the requirement. By assigning a priority to each requirement, the BA can ensure that the requirements are delivered according to the customer expectations and the project constraints, such as time, budget, and scope. The priority can also help to manage changes, resolve conflicts, and allocate resources for the requirements. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 255-256

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 155-156

 A communications management plan is a document that describes how the business analyst will communicate with the stakeholders throughout the project. It includes information such as the timing and frequency of communication, the location and mode of communication, the tools and techniques to be used, the delivery methods and formats, and the stakeholders’ preferences and needs. A communications management plan helps to ensure that the stakeholders are informed, engaged, and satisfied with the project progress and outcomes. A stakeholder collaboration plan is a document that describes how the business analyst will collaborate with the stakeholders to elicit, analyze, validate, and manage the requirements. A business analysis plan is a document that describes how the business analyst will conduct the business analysis activities, such as the scope, approach, deliverables, tasks, resources, and schedule. A stakeholder analysis plan is a document that describes how the business analyst will identify, analyze, and prioritize the stakeholders and their needs, expectations, and influence. References: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Communication, p. 38-40; Chapter 3: Business Analysis Governance and Information Management, Section 3.1: Plan Business Analysis Governance, p. 50-51.

 A joint application design (JAD) is a technique that helps to validate the requirements with key stakeholders by conducting a structured and collaborative workshop that involves the business analyst, the project team, the end users, and the subject matter experts. A JAD can help to review the requirements for a new application that impacts various business processes, to confirm that the requirements are complete, consistent, and accurate, to resolve any conflicts or issues, and to obtain feedback and approval from the stakeholders. A team review is a technique that helps to evaluate the quality and accuracy of the business analysis deliverables by involving the business analyst and other project team members. A team review can help to identify and correct any errors, gaps, or inconsistencies in the deliverables, but it does not involve the key stakeholders who are affected by the new application. A brainstorming is a technique that helps to generate a large number of ideas or solutions in a short time by encouraging the participants to think creatively and freely. A brainstorming can help to explore different possibilities and perspectives, but it does not validate the requirements with key stakeholders. A product backlog prioritization is a technique that helps to rank the requirements or solution options based on their relative importance, urgency, value, or dependency. A product backlog prioritization can help to determine the optimal scope and sequence of the solution delivery, but it does not validate the requirements with key stakeholders. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.27: Joint Application Design, p. 538-539; Section 10.53: Workshops, p. 570-572; Section 10.7: Brainstorming, p. 503-504; Section 10.38: Prioritization, p. 550-552.

The stakeholders that were missed in the requirements are the end users. End users are the people who will use the solution or be affected by its outcomes. They are a key source of requirements, as they can provide valuable insights into the needs, expectations, preferences, and pain points of the solution. The BA should elicit requirements from the end users, as well as validate and verify them with their feedback. The BA should also ensure that the end users are involved throughout the project lifecycle, from planning to testing to implementation. The other options are not the stakeholders that were missed, as they are either not directly related to the solution or not the primary source of requirements. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Key Concepts, Section 2.3: Stakeholders, p. 59-60

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 2: Business Analysis Key Concepts, Section 2.3: Stakeholders, p. 28-29

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.1: Prepare for Elicitation, p. 97-98

Effectiveness is a performance measure that evaluates how well the work products meet the intended goals and objectives. It can be assessed by comparing the actual outcomes with the expected outcomes, and by measuring the degree of stakeholder satisfaction and value realization. Effectiveness can help the BA to determine the quality and impact of the business analysis work, and to identify any gaps or areas for improvement123. References:

1: BABOK Guide v3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.5: Plan Business Analysis Performance Improvements

2: BABOK Guide v3, Chapter 10: Techniques, Section 10.35: Root Cause Analysis, Section 10.36: Scope Modeling

3: Performance Measurement - What Is It, Example, Methods, Types(https://www.wallstreetmojo.com/performance- measurement/)

A change strategy is a plan that outlines how the project team will manage the transition from the current state to the future state of the system, and how they will address the impacts and risks of the change on the organization and the stakeholders. A change strategy is needed when system A is offline for 3 months, as this will affect the claims processing operations and the user experience. A change strategy should include the following elements:

Change vision and objectives: This defines the purpose and scope of the change, and the expected outcomes and benefits of the system upgrade.

Change readiness assessment: This evaluates the current level of awareness, willingness, and ability of the organization and the stakeholders to adopt the change, and identifies any gaps or barriers that need to be addressed.

Change impact analysis: This identifies and analyzes the potential effects of the change on the business processes, roles and responsibilities, policies and procedures, systems and tools, and culture and behavior of the organization and the stakeholders.

Change communication plan: This specifies the key messages, channels, methods, and frequency of communication with the organization and the stakeholders, and how to solicit and incorporate feedback and input.

Change training plan: This defines the learning objectives, content, delivery modes, and evaluation methods of the training programs that will help the organization and the stakeholders acquire the necessary knowledge and skills to use the upgraded system.

Change management roles and responsibilities: This clarifies the roles and expectations of the project team, the sponsors, the champions, the change agents, and the end users in the change process, and how they will collaborate and coordinate with each other.

Change monitoring and evaluation plan: This establishes the metrics, indicators, and tools that will measure the progress and performance of the change process, and how to report and act on the results.

References:

IIBA BABOK Guide, Section 5.6, Define Change Strategy

Change Management Strategy: A Guide with Best Practices, Smartsheet

How to Develop a Change Management Strategy, Indeed