IIBA CBAP - Certified Business Analysis Professional

The HAZOP technique, which stands for Hazard and Operability Study, is a qualitative technique that involves a disciplined analysis of the event sequences that could transform a potential hazard into an accident. The HAZOP technique is a systematic and structured method of identifying and evaluating the possible deviations from the intended design, operation, or functionality of a system, process, or product. The HAZOP technique uses a set of guide words, such as no, more, less, as well as, part of, and reverse, to generate different scenarios of what could go wrong and why. The HAZOP technique helps to identify the causes, consequences, and safeguards of the deviations, and to recommend the appropriate actions or controls to prevent or mitigate the hazards12. A failure mode and effects criticality analysis (FMECA) is a qualitative technique that involves an extension of the failure mode and effects analysis (FMEA) by adding a criticality rating to each failure mode. A FMECA is a method of identifying and evaluating the potential failures of a system, process, or product, and their impacts on the performance, safety, or reliability of the system, process, or product. A FMECA helps to prioritize the failures based on their severity and frequency, and to determine the corrective actions or preventive measures to reduce or eliminate the failures13. A failure mode and effects analysis (FMEA) is a qualitative technique that involves a systematic analysis of the potential failures of a system, process, or product, and their effects on the performance, safety, or reliability of the system, process, or product. An FMEA is a method of identifying and evaluating the causes, modes, and consequences of the failures, and the existing or planned controls to detect or prevent the failures. An FMEA helps to improve the design, operation, or functionality of the system, process, or product, and to reduce the risk of failures14. A preliminary risk analysis (PRA) is a qualitative technique that involves a high-level assessment of the risks that may affect a project or a solution. A PRA is a method of identifying and evaluating the sources, events, and impacts of the risks, and the existing or planned responses to the risks. A PRA helps to determine the feasibility and viability of the project or the solution, and to establish the scope and objectives of the risk management process15. References:

CBAP® Handbook

HAZOP Technique - iiba.org

Failure Mode and Effects Criticality Analysis - iiba.org

Failure Mode and Effects Analysis - iiba.org

Preliminary Risk Analysis - iiba.org

 An unstructured interview is a type of elicitation that allows each stakeholder to freely discuss their role in a particular process. An unstructured interview is a flexible and informal conversation that does not follow a predefined set of questions or topics. An unstructured interview allows the interviewer to explore the stakeholder’s perspectives, opinions, needs, and expectations in depth. An unstructured interview also allows the interviewer to adapt to the stakeholder’s responses and follow new lines of inquiry. An unstructured interview is useful for eliciting tacit knowledge, complex information, and emotional aspects of the stakeholder’s role. References: IIBA BABOK Guide v3, section 4.2.5, page 115; CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 177; CBAP Sample Questions, question 238.

 A dependent task is a task that belongs to a certain work entity (project or process) and relates to other tasks of the same work entity in a way that ensures their interconnection and common direction. A dependent task can be a sub-task of a larger activity. It causes an effect to other tasks and sub-tasks. A dependent task cannot start until other tasks are completed, because it relies on the output, input, or resource of those tasks. A dependent task is also referred to as a logical relationship, because it shows the logical order or sequence of the tasks1. An analysis task is a task that involves examining, evaluating, or interpreting data, information, or requirements. An analysis task can be a dependent task or an independent task, depending on whether it requires the completion of other tasks or not. An analysis task can also be a predecessor task or a successor task, depending on whether it precedes or follows other tasks. An analysis task is a common type of task in business analysis2. A predecessor task is a task that comes before another task in a sequence or a network of tasks. A predecessor task can be a dependent task or an independent task, depending on whether it affects or is affected by other tasks or not. A predecessor task can also be an analysis task or a different type of task, depending on its nature and purpose. A predecessor task can start before other tasks are completed, as long as it does not depend on them3. An independent task is a task that does not belong to a certain work entity (project or process) or does not relate to other tasks of the same work entity. An independent task can be a standalone activity or a part of a larger activity. It does not cause an effect to other tasks or sub-tasks. An independent task can start at any time, regardless of the completion of other tasks, because it does not rely on the output, input, or resource of those tasks. An independent task is also referred to as a discrete task, because it is separate and distinct from other tasks1. References:

CBAP® Handbook

Predecessor Task - iiba.org

Dependent Task - iiba.org

A Pareto chart is a quality control tool that displays the frequency of defects or problems in descending order of importance. It helps to identify the most significant causes of poor quality and prioritize improvement actions. A Pareto chart is based on the Pareto principle, also known as the 80-20 rule, which states that 80% of the effects come from 20% of the causes. By using a Pareto chart, a business analyst can focus on the vital few causes that account for most of the defects or problems, rather than the trivial many that have little impact. References:

BABOK Guide v3, section 10.36 Pareto Chart

IIBA Business Analysis Competency Model, version 4.0, section 5.2.3.1.2 Pareto Chart

The project scope statement, an output of the define scope process, does document the process and criteria for accepting completed products. The project scope statement is a detailed description of the project scope, which includes the project objectives, deliverables, requirements, boundaries, assumptions, and constraints. The project scope statement also defines the acceptance criteria, which are the standards or measures that must be met or satisfied by the products, services, or results of the project. The acceptance criteria help to ensure that the customer’s needs and expectations are met and that the project quality is achieved. The project scope statement is a key input for developing the work breakdown structure, the project schedule, the project budget, and the project quality plan. References: [IIBA BABOK Guide v3], section 5.1.2, page 162; [CBAP / CCBA Certified Business Analysis Study Guide], chapter 6, page 233; CBAP Sample Questions, question 253.

Variance analysis is the process of comparing the planned project results with the actual project results and identifying the causes and impacts of any deviations. Variance analysis helps project managers to monitor and control the project performance, identify and mitigate risks, and implement corrective actions or changes if needed. Variance analysis can be applied to various aspects of the project, such as scope, schedule, cost, quality, and resources. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.5.3, p. 123

Planned vs. Actual Progress Explained - SmartPM

A communications requirements matrix is a table of all stakeholders showing the mapping of which stakeholders will contribute information to other stakeholders. It also specifies the type, format, frequency, and channel of communication for each stakeholder. A communications requirements matrix is a useful tool for planning and managing stakeholder communication throughout the project lifecycle. It helps to ensure that the right information is delivered to the right people at the right time and in the right way. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 343

What is Stakeholder Mapping? Guide to Stakeholder Maps | Miro, under What is a stakeholder map?

The risk management plan is a document that describes how risk management will be performed throughout the project. It includes tasks and roles for identifying, analyzing, responding, and monitoring risks. It also defines the risk categories, the schedules for risk management activities, the definitions of probability and impact, and the stakeholders’ tolerances for risk exposure and acceptance. The risk management plan provides guidance and direction for managing risks effectively and efficiently. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 228; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, chapter 5, page 228.

Compromising is a conflict resolution technique that requires that all parties in the conflict must give up something in order to reach a mutually acceptable solution. Compromising involves finding a middle ground or a trade-off that satisfies some of the interests or needs of each party, but not all of them. Compromising is useful when the parties have equal power and the conflict is not very important or complex. However, compromising may also result in a suboptimal outcome that does not fully address the root cause of the conflict or create a lasting agreement. References: [IIBA BABOK Guide v3], section 2.2.2.5, page 26; CBAP / CCBA Certified Business Analysis Study Guide, chapter 4, page 181; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 254.