Helping Hand Questions for CBAP

A requirements trace matrix (RTM) is a tool that helps to ensure that the project’s scope, requirements, and deliverables remain consistent and aligned throughout the project lifecycle. It traces the requirements from their origin to their fulfillment by linking them to other project artifacts, such as design documents, test cases, and solution components. An RTM can also be used to verify that all requirements are met and to identify changes to the scope when they occur. An RTM is especially useful for smaller projects where there are few requirements, as it can help to track the progress and status of each requirement and avoid scope creep. A requirements trace matrix is not the same as a roles and responsibility matrix (A), a RACI matrix (B), or a coverage matrix ©, which are different types of matrices that serve different purposes in project management. References:

• IIBA BABOK Guide v3, p. 30, 176, 264
• Requirements Traceability Matrix – RTM - Project-Management.com
• CBAP/CCBA/ECBA Certification Practice Test | MindsMapped, Question 6

A capabilities gap assessment is a process of identifying and analyzing the gaps between the current and desired capabilities of an organization. It helps to determine what new capabilities are needed to achieve the business goals and objectives, and to seize the business opportunities1. A business opportunity is the chance to take advantage of an occurrence in the market for business gain. It involves some kind of favourable condition that can be used to create and implement ideas and innovations, solve problems, and maximize profits2.

If an organization does not have the necessary resources and technology to seize a business opportunity, the most likely course of action is to launch a new project. A project is a temporary endeavor undertaken to create a unique product, service, or result3. By launching a new project, the organization can allocate the required resources and technology, define the project scope, schedule, and budget, and deliver the desired outcome. A new project can also help the organization to close the capabilities gap, improve its performance, and gain a competitive advantage in the market.

The other options are less likely or not feasible. Hiring additional resources or contractors may not be enough to close the capabilities gap, as they may not have the relevant skills, knowledge, or experience. Moreover, hiring may incur additional costs and risks for the organization. Moving onto the next opportunity may not be a wise decision, as it may result in losing a valuable chance to grow the business and satisfy the customer needs. Therefore, launching a new project is the best course of action for the organization. References:

• Capabilities Based Assessment (CBA) - AcqNotes
• What Is Business Opportunity? – Importance, Types … - Feedough
• Project Management Basics: What Is a Project? | PMI

 A cost-benefits justification is a term that matches management’s request to include the projected costs and benefits to be realized and how those and benefits will be assessed and evaluated in the business case. A cost-benefits justification is a process that compares the costs of implementing a project or a solution with the benefits that it will generate, both in monetary terms. It helps to determine the feasibility, profitability, and return on investment of the project or solution, and to support the decision-making process. A cost-benefits justification also includes the methods and criteria for measuring and evaluating the costs and benefits, such as net present value, internal rate of return, payback period, or cost-benefit ratio12. References:

• Cost-Benefit Analysis: A Quick Guide with Examples and Templates
• Cost-Benefit Analysis: What It Is & How to Do It

 Brainstorming is a technique for generating creative ideas and solutions through intensive and freewheeling group discussion. One of the guidelines for effective brainstorming is to encourage quantity over quality, meaning that participants should try to generate as many ideas as possible without worrying about their feasibility or quality. Setting a limit of ten ideas may discourage further creativity and prevent the group from exploring other potential solutions. Therefore, the goal should be to come up with as many solutions as possible, not just ten ideas. References:

• BABOK® Guide, section 10.25.3, page 404
• Certified Business Analysis Professional™ (CBAP®) Handbook, page 6
• Tips for Earning a Business Analysis Certification | IIBA®