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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 cost management plan is a document that defines how the project will be estimated, budgeted, and how changes to cost will be managed. It is a subsidiary plan of the project management plan and it describes the processes, tools, techniques, and methodologies that will be used to plan, execute, monitor, and control the project costs. A cost management plan also specifies the level of accuracy, units of measure, organizational procedures, reporting formats, and thresholds for cost variances and corrective actions. References:

• Section 7: Project Cost Management - Q & As for the PMBOK® Guide Sixth …, section 7.1, page 1
• Project Cost Estimation: How to Estimate Project Cost - ProjectManager, under What Is a Project Budget?
• Project cost management basics - Clockify, under Step #1: Plan the resources

 Risk Analysis and Management is a technique that involves identifying, assessing, and treating the uncertainties and potential negative impacts that may affect the solution or the stakeholders. Risk Analysis and Management will enable the BA to record and handle the threats in the solution on an ongoing basis, because it can help the BA to quantify and prioritize the risks, determine the appropriate responses and mitigation strategies, and monitor and control the risk exposure and outcomes. Risk Analysis and Management can also help the BA to communicate and report the risk status and issues to the stakeholders and the organization, and to ensure that the solution delivers the expected value and benefits. Root Cause Analysis, Solution Performance Analysis, or Solution Scope are not the best options for recording and handling the threats in the solution on an ongoing basis, because they are either too specific, too general, or not directly related to the risk management process. References:

• CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 346
• Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.4: Assess Solution Limitations, page 158
• 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 346

The elicitation scope defines the boundaries of the elicitation activity and ensures that the BA and the stakeholders focus on the relevant information and avoid unnecessary details or tangential points. The elicitation scope helps the BA to communicate the purpose, objectives, and expected outcomes of the elicitation activity to the stakeholders, and to manage their expectations and participation. The elicitation scope is influenced by the business domain, corporate culture, group dynamics, and expected outputs, as these factors affect the type and level of information that is needed and available for the project. References:

• BABOK Guide v3, Section 4.1.1: Prepare for Elicitation - Inputs1
• Preparing for elicitation – The Functional BA2
• What Is Elicitation: Top Requirement Elicitation Techniques for 20243