IIBA CBAP Exam With Confidence Using Practice Dumps

The BA should review the future state with the process owner who expresses a strong opinion that the solution will not deliver the expected value. This is because the future state describes the desired outcomes, benefits, and capabilities of the solution, and how it will address the business need and stakeholder requirements. By reviewing the future state, the BA can help the process owner to understand the value proposition of the solution, clarify any misunderstandings or assumptions, and address any concerns or objections. This can help to increase the process owner’s engagement and support for the change. Updating the requirements, recording the feedback and continuing, or changing the governance approach are not the best options because they do not address the root cause of the problem and may result in resistance or conflict. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 254

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.3: Define Future State, page 99

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 6: Strategy Analysis, page 254

 A focus group is a technique that helps to elicit the opinions, preferences, and feedback of a group of stakeholders about a specific topic, such as a prototype of a new web-based application. A focus group is facilitated by a moderator who guides the discussion and encourages the participants to share their views and experiences. A focus group can help the BA to understand the stakeholders’ perception, ideas, and attitudes about the prototypes, and to identify any issues, gaps, or improvements. A decision analysis is a technique that helps to evaluate and compare the possible outcomes of different alternatives using criteria such as costs, benefits, risks, and impacts. A decision analysis can help the BA to select the best solution option, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. A prioritization is a technique that helps to rank the requirements or solution options based on their relative importance, urgency, value, or dependency. A prioritization can help the BA to determine the optimal scope and sequence of the solution delivery, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. 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 the BA to explore different possibilities and perspectives, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.24: Focus Groups, p. 532-533; Section 10.16: Decision Analysis, p. 518-520; Section 10.38: Prioritization, p. 550-552; Section 10.7: Brainstorming, p. 503-504.

An elicitation activity plan is a technique that helps to plan and prepare the activities and tasks that are required to elicit the information and requirements from the stakeholders. An elicitation activity plan defines the objectives, scope, approach, methods, techniques, tools, resources, schedule, and deliverables of the elicitation process. An elicitation activity plan can help the BA to create an output of the initial meeting with experts, as it can help to identify the stakeholders, their roles and responsibilities, their information and communication needs, their availability and preferences, and their expectations and constraints. An elicitation activity plan can also help the BA to select the most appropriate and effective elicitation techniques, such as interviews, workshops, observation, or document analysis, to obtain the relevant and reliable information and requirements from the experts. An entity relationship diagram is a technique that helps to represent the data and information needs of an organization or a solution using graphical or textual symbols and relationships. An entity relationship diagram shows the entities that are relevant to the domain, the attributes that describe the entities, and the relationships that exist between the entities. An entity relationship diagram can help the BA to define and analyze the data requirements, but it is not an output of the initial meeting with experts. A current state flowchart is a technique that helps to create a graphical representation of the activities and tasks that are performed to achieve a specific goal or outcome in the current state of the organization or the solution. A current state flowchart shows the sequence and flow of the activities and tasks, the roles and responsibilities of the performers, the inputs and outputs of each activity or task, and the rules and conditions that govern the process. A current state flowchart can help the BA to understand and document the current state of the delivery process, but it is not an output of the initial meeting with experts. An information management approach is a technique that helps to plan and manage the storage, access, distribution, and retention of the information and requirements throughout the project lifecycle. An information management approach defines the format, structure, level of detail, and quality of the information and requirements, the tools and techniques to be used, the roles and responsibilities of the information and requirements owners and users, and the policies and procedures to be followed. An information management approach can help the BA to ensure the consistency, accuracy, completeness, and security of the information and requirements, but it is not an output of the initial meeting with experts. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.12: Elicitation Activity Plan, p. 513-514; Section 10.19: Data Modeling, p. 525-527; Section 10.43: Process Modeling, p. 557-559; Section 10.14: Information Management Approach, p. 516-517.