Legit CBAP Exam Download

A balanced scorecard is a technique that helps to measure the performance of an organization or a change strategy using four perspectives: financial, customer, internal process, and learning and growth. A balanced scorecard helps to align the strategic objectives of the organization with the operational activities and the metrics that indicate the progress and success of the change. A balanced scorecard also helps to communicate the vision and goals of the change to the stakeholders and to monitor and evaluate the results. A decision modeling is a technique that helps to analyze and compare the possible outcomes of different courses of action using criteria such as costs, benefits, risks, and impacts. A financial analysis is a technique that helps to assess the feasibility and viability of a change initiative using quantitative measures such as return on investment, net present value, payback period, and break-even point. A business case is a technique that helps to justify the need for a change and to provide the rationale and evidence for selecting a preferred solution. A business case typically includes the problem or opportunity statement, the objectives and scope of the change, the alternatives and their evaluation, the recommended solution and its benefits, costs, risks, and impacts, and the implementation plan and timeline. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.4: Balanced Scorecard, p. 496-497; Section 10.9: Business Case, p. 506-508; Section 10.16: Decision Modelling, p. 518-520; Section 10.23: Financial Analysis, p. 529-531.

 The first step for the BA is to understand the current state of the service provider’s business operations and the root causes of the reduced profit margin. This will help the BA to identify the problems and opportunities for improvement, as well as to establish a baseline for measuring the effectiveness of the proposed solutions. The BA can use various techniques to conduct the current state analysis, such as document analysis, interviews, observation, surveys, and SWOT analysis. The other options are not the first step, as they are either focused on the future state or the solution, without understanding the current situation and the underlying needs. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Business Analysis Planning and Monitoring, Section 3.2: Plan Business Analysis Approach, p. 93-94

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.1: Analyze Current State, p. 106-109

 The CFO’s resistance to replacing the older vehicles and suggesting that the truck drivers manually send the truck location from a handheld mobile device every 20 minutes is an opportunity cost. An opportunity cost is the value of the next best alternative that is foregone as a result of making a decision. In this case, the opportunity cost of not replacing the older vehicles is the potential loss of customer satisfaction, retention, and loyalty due to the less accurate and less convenient tracking system. The CFO is choosing to save money on the upfront cost of buying new trucks, but at the expense of losing the competitive advantage and long-term benefits of having a live parcel tracking system. References:

IIBA BABOK Guide, Section 10.23, Decision Analysis

Opportunity Cost: Definition, Real-World Examples, How to Calculate, The Balance

What is Opportunity Cost and How to Calculate It, Investopedia