IIBA CBAP - Certified Business Analysis Professional

 The relationships among the requirements add to the level of complexity of the solution. Requirements can have dependencies, conflicts, overlaps, and gaps that make them more difficult to analyze, prioritize, and implement. The business analyst needs to identify and manage these relationships to ensure the solution meets the stakeholder needs and delivers value. References:

A Guide to the Business Analysis Body of Knowledge (BABOK Guide), version 3, section 4.2.3

Business Analysis Professional (CBAP) Certification Study Guide, version 3.0, page 131

The number of communication channels in a project is an indicator of the complexity of communication among the stakeholders. It is calculated by using the following formula1:

Number of communication channels = N x (N - 1) / 2

Where N = Number of stakeholders

In this case, N = 435, so the number of communication channels is:

435 x (435 - 1) / 2 = 188,790

Therefore, the correct answer is A. 188,790. References:

Communication Channels in Project Management: Formula & Examples

Number of Communication Channels (+ PMP® Formula & Calculator)

Alternative generation is a business analysis element that tries to identify as many potential options as possible to meet the business objectives and fill identified gaps in capabilities. Alternative generation is part of the strategy analysis knowledge area, which involves defining the business need, assessing the current state, defining the future state, identifying solution options, and recommending a solution. Alternative generation helps to explore the possible ways to achieve the desired outcomes, and to evaluate the feasibility, viability, and suitability of each option. Alternative generation can use various techniques, such as brainstorming, benchmarking, market analysis, or SWOT analysis, to generate and compare different solution alternatives. References:

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 100, section 5.41

[CBAP Certification Study Guide v3.0], Chapter 5: Strategy Analysis, Section 5.4: Identify Solution Options, page 5-152

What Is Business Analysis and Why Is It Important? - Indeed, paragraph 4

More CBAP Preparation Questions – The Functional BA, question 4

 A top-down estimate is an estimate based on past projects to predict the current cost and/or duration of the current project. It is also called an analogous estimate, as it involves using data from previous, similar projects to estimate activity durations1. Top-down estimates are usually done at the early stages of a project, when there is not enough detail or information available to perform more accurate estimates. They are useful for providing a rough order of magnitude (ROM) or a ballpark figure for the project scope, cost and schedule. Top-down estimates are typically faster and cheaper to produce than bottom-up estimates, but they are also less accurate and reliable23. References: 2: Project Cost Estimation: How to Estimate Project Cost - ProjectManager2 3: 11 Cost Estimating Methods (With Formulas and Examples) | Indeed.com3 1: Understanding the Analogous Estimating Technique | Runn1

 Scope modeling is a technique that can be used to establish appropriate boundaries for the solution, as it describes the essence of one or more boundaries and places components inside or outside those boundaries. Scope modeling can help to define the scope of control, change, solution, or need for the project. Scope modeling can also help to identify the in-scope and out-of-scope elements, as well as the relationships and dependencies among them. Scope modeling can provide the foundation for understanding the scope of the solution and the value it delivers to the organization12. Scope modeling can be represented as a blend of diagrams, matrices, and textual descriptions, such as context diagrams, use case models, Venn diagrams, etc134. References: 1: Scope modelling in business analysis – The Functional BA1 2: 10.41 Scope Modelling | IIBA®2 3: Business Analysis Scope Modeling Training | Netmind Course3 4: How Should a Business Analyst Define “Project Scope?”4

Enterprise analysis is a knowledge area that describes the business analysis activities that take place for an enterprise to identify business opportunities, build a business architecture, determine the optimal project investment path for the enterprise and implement new business and technical solutions1. Enterprise analysis can be triggered by different need generation approaches, such as bottom-up, external drivers, middle management, or top-down2. In this case, the business need stems from external drivers, which are factors outside the organization that influence its performance, such as customers, competitors, regulations, or market trends3. A customer requesting new software for collecting customer information is an example of an external driver that creates a business need for the organization. The organization should conduct enterprise analysis to understand the customer’s requirements, assess the current capabilities and gaps, evaluate the feasibility and risks of the proposed solution, and define the business case and scope for the project. References:

What is Enterprise Analysis: does it differ from Enterprise Architecture?

[Enterprise Analysis - Business Analyst Training]

[External Drivers: Definition & Examples - Video & Lesson Transcript | Study.com]

 User classes, profiles, or roles are model types that categorize and describe the people who directly interact with a solution. They help to identify the different types of users, their characteristics, needs, preferences, and behaviors. They also help to define the requirements, features, and functions that are relevant for each user group. User classes, profiles, or roles can be represented in various ways, such as personas, user stories, use cases, or user interface prototypes12. References:

User Classes, Profiles, and Roles

User Modeling: Definition, Methods, and Examples

 A repository is a centralized place where project requirements are stored and managed throughout the project lifecycle. A repository can be a physical or electronic system that allows business analysts to access, update, and track the status of the requirements. A repository can also facilitate the communication, collaboration, and verification of the requirements among the stakeholders. A repository is not the same as a change management system (A), a project scope statement ©, or a requirements register (D), which are different tools or documents that serve different purposes in project management. References:

IIBA BABOK Guide v3, p. 30, 176, 264

How to Write Project Requirements | Smartsheet, paragraph 3

What is Requirements Management? | IBM, paragraph 1

SMART is an acronym that stands for Specific, Measurable, Achievable, Relevant, and Time-bound. It is a widely used approach to assess the business goals and their validity and longevity. SMART helps to ensure that the business goals are clear, realistic, and aligned with the business vision and strategy. SMART also helps to monitor and evaluate the progress and outcomes of the business goals. By using SMART, business analysts can define the business needs and requirements more effectively, and communicate them to the stakeholders more efficiently12. References:

SMART Goals: Definition and Examples | Indeed.com

How to Set SMART Goals: Guide for Supervisors and Employees