IIBA CBAP - Certified Business Analysis Professional

 The medium is the portion of the communications model that could be defined as the translator. The medium is the channel or the tool that is used to transmit the message from the sender to the receiver. The medium can be verbal, written, visual, or a combination of these. The medium can also be electronic, such as email, phone, or video conference, or physical, such as paper, board, or face-to-face meeting. The medium acts as a translator by converting the message into a form that can be understood by the receiver. The medium also influences the effectiveness and efficiency of the communication, as different mediums have different advantages and disadvantages, such as speed, cost, feedback, and noise. References: IIBA BABOK Guide v3, section 2.2.2.3, page 25; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 236; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 251.

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 stakeholders and the BA need to measure benefits, penalties, and costs to determine if the solution is providing expected value and ensure the accuracy of the measurements. Benefits are the positive outcomes or value that the solution delivers to the stakeholders or the organization. Penalties are the negative consequences or costs that the solution may incur if it fails to meet the requirements or expectations. Costs are the resources or expenses that are required to implement, operate, and maintain the solution. By measuring benefits, penalties, and costs, the stakeholders and the BA can assess the return on investment (ROI), the net present value (NPV), and the break-even point (BEP) of the solution, and compare them with the expected or planned values. This can help to evaluate the effectiveness, efficiency, and feasibility of the solution, and to identify any gaps, issues, or opportunities for improvement. Strategy, solution, and scope are not the best options to measure, because they are either too general, too abstract, or not directly related to the value of the solution. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 337

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.2: Analyze Performance Measures, page 153

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 337

 The timing and frequency of collaboration are aspects that should be taken into account when working on a stakeholder collaboration plan. This is because the timing and frequency of collaboration affect the availability, engagement, and satisfaction of the stakeholders, as well as the quality and efficiency of the business analysis work. The BA should consider the stakeholder preferences, expectations, and constraints, as well as the project schedule, scope, and complexity, when determining the optimal timing and frequency of collaboration. The BA should also ensure that the collaboration activities are aligned with the business analysis plan and the stakeholder communication plan. Collaboration skills of BA, solution design, or business governance plan are not the best options for the aspects that should be taken into account, because they are either irrelevant, inaccurate, or not the root cause of the problem. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 167

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 4: Elicitation and Collaboration, section 4.2: Conduct Elicitation, page 77

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 4: Elicitation and Collaboration, page 167

A business analyst is responsible for preparing the business architecture, feasibility studies, and business cases. A business analyst is a professional who analyzes the needs and problems of an organization and its stakeholders, and proposes solutions that deliver value to them. A business analyst performs various tasks, such as eliciting, analyzing, validating, and managing requirements, conducting stakeholder analysis, modeling business processes, designing solutions, assessing risks, and evaluating alternatives. A business analyst also prepares various documents, such as business architecture, feasibility studies, and business cases, to communicate the business needs and the proposed solutions to the relevant stakeholders and decision-makers. A business architecture is a description of the current and future state of the business, including its vision, goals, objectives, strategies, capabilities, processes, and organizational structure. A business architecture helps to align the business and IT strategies, and to identify the gaps and opportunities for improvement. A feasibility study is an assessment of the technical, financial, and operational viability of a proposed project or initiative. A feasibility study helps to determine if the project is worth pursuing, and if it can be successfully implemented within the given constraints and resources. A business case is a document that provides the justification and rationale for a proposed project or initiative, based on its expected costs, benefits, risks, and impacts. A business case helps to secure the approval and funding for the project, and to measure its performance and outcomes. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, pages 3-4, 47, 343

Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide, Business Analysis Standard, and Standards, Regulations, and Best Practices

The Differences Between Feasibility Studies and Business Cases

 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 ensure the business needs are articulated from the enterprise perspective, because this will help to align the needs with the strategic goals and objectives of the organization, and to ensure the needs are relevant, feasible, and beneficial for the enterprise as a whole. The other options are not the primary focus of the BA at this stage of defining the business opportunity. While traceability, solution description, and risk assessment are important aspects of business analysis, they are more relevant for later stages of the business analysis process, such as requirements analysis, solution design, and solution evaluation. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

 A fishbone diagram, also known as an Ishikawa diagram or a cause-and-effect diagram, is a tool that can be used in root cause analysis. It helps to identify, explore, and display the possible causes of a specific problem or quality issue. A fishbone diagram has a main branch that represents the problem, and several sub-branches that represent the categories of causes. Each category can have further sub-causes that are linked to the main causes. The diagram resembles the skeleton of a fish, hence the name. A fishbone diagram can help to organize and analyze the causes of a problem, and to find the root cause that needs to be addressed. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47

Root Cause Analysis: Definition, Examples & Methods | Tableau, under Approaches to Root Cause Analysis

What is Root Cause Analysis (RCA)? | ASQ, under Approaches to Root Cause Analysis

 Collaborative games are a technique that can be used to elicit requirements in a workshop setting. They involve engaging the participants in structured activities that encourage creativity, collaboration, and consensus. Collaborative games can help to avoid disrupting the workshop by creating a positive and productive atmosphere, reducing the potential for conflict, and increasing the buy-in and ownership of the requirements. Some examples of collaborative games are brainstorming, affinity diagramming, storyboarding, and prioritization games. References:

Business Analysis Body of Knowledge (BABOK) Guide, section 10.18, Collaborative Games

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 6, Elicitation and Collaboration, page 223-224

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 10, Review Questions, question 10.14, page 440

Risk identification is the process of identifying and assessing factors that may jeopardize the success of a project or the achievement of a goal. It involves determining the sources, causes, and potential impacts of risks, as well as documenting them in a risk register. Risk identification is an iterative and ongoing process that should be performed throughout the project life cycle. It helps to identify the uncertainties and assumptions that may affect the project objectives and deliverables. Risk identification is the first step of risk management, which also includes risk analysis, risk response, and risk monitoring and control. References: IIBA BABOK Guide v3, section 11.2.1, page 386; CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 230; CBAP Sample Questions, question 229.