IIBA CBAP - Certified Business Analysis Professional

 The requirement ‘’Ability to view policies created in the legacy system for a period of 6 months’’ is a transition requirement. A transition requirement is a temporary requirement that specifies the capabilities or conditions that the solution must have or meet during the transition from the current state to the future state. Transition requirements are typically related to data conversion, training, migration, or decommissioning. In this case, the requirement is needed to ensure that the policies created in the legacy system are still accessible for a limited time after the system is decommissioned, until the new system is fully operational and stable. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Key Concepts, Section 2.4: Requirements Classification Schema, p. 66-67

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 2: Business Analysis Key Concepts, Section 2.4: Requirements Classification Schema, p. 34-35

 A purchase solution approach is one that involves acquiring a COTS software package from an external vendor or provider, rather than developing a custom solution in-house. A purchase solution approach can offer several benefits, such as faster delivery, lower cost, higher quality, and reduced risk. However, a purchase solution approach also has some drawbacks, such as limited customization, dependency on the vendor, compatibility issues, and licensing fees. A BA should evaluate the pros and cons of a purchase solution approach against the business needs and requirements, and compare it with other possible solution approaches, such as outsource, exploit, or create. References:

Evaluating Candidate COTS Packages, ArgonDigital

Seven Insights: Agile and Custom Off The Shelf (COTS) packaged software, Kenny & Company

COTS Software Procurement Methodology, IGI Global

According to the BABOK® Guide1, the business analysis approach is the set of processes, tools, deliverables, techniques, and standards that will be used to perform business analysis work on a project. The approach can be either plan-driven, adaptive, or a hybrid of both. A plan-driven approach is more suitable for projects that have stable and well-defined requirements, low levels of change, and clear acceptance criteria. An adaptive approach is more suitable for projects that have uncertain or evolving requirements, high levels of change, and emergent outcomes. Therefore, one of the factors that would drive the decision towards an adaptive approach is the organization’s tolerance for uncertainty, which means the degree to which the organization is willing to accept ambiguity and risk in the project. An organization with a high tolerance for uncertainty can benefit from an adaptive approach that allows for frequent feedback, experimentation, and learning. References:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 57-59

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 89-91

The elicitation technique that the BA should select to enable the customer and the key stakeholders to visualize the final product is prototyping. Prototyping is a technique that involves creating a simplified or partial version of the solution that can demonstrate its features, functions, and appearance. Prototyping can help to elicit, validate, and verify the requirements, as well as to obtain feedback and approval from the stakeholders. Prototyping can also help to reduce the risks, costs, and time of the project by identifying and resolving any issues or gaps before the final implementation of the solution. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, Section 4.2: Conduct Elicitation, p. 167-168

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.2: Conduct Elicitation, p. 103-104

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. 161-162

A balanced scorecard is a technique that helps to measure the performance of an organization or a change strategy using four perspectives: financial, customer, internal process, and learning and growth. A balanced scorecard helps to align the strategic objectives of the organization with the operational activities and the metrics that indicate the progress and success of the change. A balanced scorecard also helps to communicate the vision and goals of the change to the stakeholders and to monitor and evaluate the results. A decision modeling is a technique that helps to analyze and compare the possible outcomes of different courses of action using criteria such as costs, benefits, risks, and impacts. A financial analysis is a technique that helps to assess the feasibility and viability of a change initiative using quantitative measures such as return on investment, net present value, payback period, and break-even point. A business case is a technique that helps to justify the need for a change and to provide the rationale and evidence for selecting a preferred solution. A business case typically includes the problem or opportunity statement, the objectives and scope of the change, the alternatives and their evaluation, the recommended solution and its benefits, costs, risks, and impacts, and the implementation plan and timeline. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.4: Balanced Scorecard, p. 496-497; Section 10.9: Business Case, p. 506-508; Section 10.16: Decision Modelling, p. 518-520; Section 10.23: Financial Analysis, p. 529-531.

 The BA needs to compare the value and costs of different design options, such as a customized version of the existing software or a fully made to order solution. The potential value is the benefit that the solution will provide to the bank, such as improved efficiency, accuracy, and security. The design options are the alternative ways of meeting the needs and requirements of the bank, such as modifying the existing software or developing a new one. The BA needs to evaluate the trade-offs between the value and costs of each option and recommend the most feasible and desirable one. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 217

Business Analysis Body of Knowledge (BABOK ®) Guide, Version 3, Section 6.4: Define Design Options, pages 142-144

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3: Strategy Analysis, Week 3: Define Design Options

The BA should not rely on a single source of data or a limited observation period to draw conclusions about the effectiveness of a system. The BA should conduct further analysis to ensure that the data is reliable, valid, and representative of the actual situation. The BA should also consider other factors that may affect the demand for the ticket booking service, such as seasonality, promotions, customer preferences, etc. The BA should use a variety of techniques, such as interviews, surveys, data mining, etc., to gather more information and confirm or refute the initial findings. References:

CBAP® Handbook, page 6, section 4. Review the Exam Blueprint

BABOK® Guide, page 35, section 3.2.2. Data Analysis

CBAP / CCBA Certified Business Analysis Study Guide, page 243, section 7.3.2. Data Analysis Techniques

The contract terms may affect the timing of the business analysis activities, as they may specify the deadlines, deliverables, and milestones that the BA must adhere to. The contract terms may also influence the business analysis approach, the level of detail and formality of the deliverables, and the stakeholder involvement. The other options are not directly related to the timing of the business analysis activities, although they may have some influence on the scope, quality, and complexity of the work. References:

Business analysis approach planning – The Functional BA, paragraph 5

Introduction & Guidance To Business Analysis Planning and Monitoring, section “Plan Business Analysis Approach”, paragraph 4

Planning the Analysis Phase: using a Work Breakdown … - Modern Analyst, paragraph 1

When assessing the impact of safety concerns, the BA should consider the cost/benefit analysis of making the changes. This technique involves comparing the costs and benefits of different options to determine the optimal solution that maximizes the value and minimizes the negative consequences. The BA should consider the costs and benefits of the changes from various perspectives, such as financial, operational, social, environmental, and ethical. The BA should also consider the trade-offs and opportunity costs of the changes, as well as the risks and uncertainties involved. The cost/benefit analysis can help the BA to prioritize the changes, communicate the rationale, and justify the recommendations. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Solution Evaluation, Section 7.3: Assess Proposed Solution, p. 315-316

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

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 10: Solution Evaluation, Section 10.4: Recommend Actions to Increase Solution Value, p. 279-280

 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