Certified Business Analysis Professional CBAP Exam 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

The solution owner is the person or group who is accountable for the delivery and approval of a specific solution. The solution owner is responsible for approving the project scope statement, phase gate reviews, solution validations, scope changes, and project success criteria. The solution owner may also be involved in other aspects of the project, such as defining the business need, prioritizing requirements, and providing feedback. The solution owner is usually a senior-level stakeholder who has the authority and influence to make decisions and allocate resources for the project. The solution owner may delegate some of the approval tasks to other stakeholders, but ultimately remains accountable for the solution. References: IIBA BABOK Guide v3, section 2.2.2.3, page 24; CBAP Sample Questions, question 227.

The planning stage of a project defines the number of risks and opportunities, including intense planning and anticipation of risk events. The planning stage is the process of establishing the scope, objectives, approach, and deliverables of the project. It involves defining the project requirements, assumptions, constraints, and dependencies. It also involves developing the project management plan, which includes the subsidiary plans for scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder management. The planning stage helps to identify and analyze the risks and opportunities that may affect the project, and to plan the appropriate responses and strategies to address them. The planning stage also helps to align the expectations and involvement of the project stakeholders, and to obtain their approval and commitment for the project12. The executing stage of a project is the process of performing the work and producing the deliverables of the project. It involves implementing the project management plan, managing the project resources, executing the project activities and tasks, and creating the project outputs and outcomes. The executing stage helps to monitor and control the risks and opportunities that occur during the project, and to implement the planned responses and strategies to deal with them. The executing stage also helps to communicate and collaborate with the project stakeholders, and to manage their expectations and satisfaction12. The initiation stage of a project is the process of authorizing and launching the project. It involves identifying the problem or opportunity that the project intends to address, and defining the purpose, objectives, scope, and justification of the project. It also involves developing the project charter, which is a document that formally approves and initiates the project. The initiation stage helps to identify and assess the high-level risks and opportunities that are associated with the project, and to determine the feasibility and viability of the project. The initiation stage also helps to identify and engage the key project stakeholders, and to obtain their support and endorsement for the project12. The closing stage of a project is the process of finalizing and terminating the project. It involves verifying and validating the project deliverables, evaluating and documenting the project performance, and closing the project contracts and accounts. It also involves developing the project closure report, which is a document that summarizes and communicates the project results and lessons learned. The closing stage helps to identify and resolve the remaining risks and opportunities that are related to the project, and to ensure the project objectives and benefits are achieved. The closing stage also helps to acknowledge and appreciate the project stakeholders, and to transfer the project ownership and responsibility to the customer or sponsor12. References: CBAP® Handbook, Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition

A responsibility assignment matrix (RAM) chart is a type of chart that shows the correlation between project team members and the work they’ve been assigned to complete. A RAM chart is a matrix that maps the project activities or deliverables to the project roles or resources. A RAM chart helps to define and clarify the roles and responsibilities of the project team members, as well as to identify the gaps, overlaps, or conflicts in the work assignments. A RAM chart is also known as a linear responsibility chart (LRC) or a resource allocation matrix (RAC). A RACI chart is a specific type of RAM chart that uses the RACI notation to indicate the level of involvement of each team member in each activity or deliverable. References: CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 237; CBAP Sample Questions, question 239.