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Brainstorming is a group elicitation technique where a problem or topic is presented to the group, and participants are asked to produce as many ideas to solve/address the topic as possible1. The purpose of brainstorming is to generate creative and diverse solutions without any constraints or judgments. Therefore, the following statements are true regarding a brainstorming session during requirements elicitation:

All ideas should be visibly recorded. This helps to keep track of the ideas, avoid repetition, and stimulate further thinking2.

The number of ideas should not be limited. This encourages participants to think outside the box and explore different possibilities2.

All ideas should be shared without any discussion, criticism, or evaluation. This creates a safe and supportive environment where participants can freely express their thoughts without fear of rejection or ridicule2.

The statement that is not true regarding a brainstorming session during requirements elicitation is:

The ideas should be generated with a cost or time estimate. This contradicts the principle of brainstorming, which is to avoid any constraints or assumptions that may limit the creativity and diversity of the ideas2. Cost and time estimates are not relevant at this stage of the elicitation process, as they may bias or discourage participants from suggesting certain ideas. Cost and time estimates can be applied later, after the brainstorming session, when the ideas are prioritized and evaluated3. References:

1: CBAP/CCBA Certified Business Analysis Study Guide, 2nd Edition, by Susan Weese and Terri Wagner, Wiley, 2011, page 140.

2: Top 10 Most Common Requirements Elicitation Techniques, section Brainstorming, page 2.

3: An Overview of Requirements Elicitation, section Brainstorming, page 4.

A business analysis communication management plan is a document that describes how, when, and by whom information about the business analysis activities will be delivered to the stakeholders1. It helps to ensure that the communication is clear, consistent, timely, and appropriate for the audience and the context. One of the aspects that the plan should consider is the cultural differences among the stakeholders, such as their values, beliefs, norms, and preferences. These differences may affect how the stakeholders communicate, collaborate, and make decisions. Therefore, the plan should include a cultural analysis that identifies and addresses the potential challenges and opportunities that may arise from the diversity of the stakeholders2.

According to the BABOK Guide, some of the elements that should be included in the cultural analysis are3:

Relationship to task completion: This refers to how the stakeholders approach and prioritize their work tasks, such as whether they focus on the process or the outcome, whether they prefer individual or team work, whether they are proactive or reactive, etc.

Relationship to authority: This refers to how the stakeholders perceive and interact with the people who have power or influence over them, such as whether they respect or challenge the authority, whether they expect to be consulted or instructed, whether they are comfortable with hierarchy or equality, etc.

Relationship to time: This refers to how the stakeholders manage and value their time, such as whether they are punctual or flexible, whether they follow schedules or improvise, whether they multitask or focus on one thing at a time, etc.

Relationship to religion, on the other hand, is not an element that should be included in the cultural analysis of the plan. Religion is a personal and sensitive topic that may not be relevant or appropriate for the business analysis communication. Moreover, religion may not reflect the actual behavior or preferences of the stakeholders, as they may have different degrees of adherence or interpretation of their faith. Therefore, religion should not be used as a basis for making assumptions or generalizations about the stakeholders4. References:

1: CCBA® and CBAP® Certifications Study Guide, section Task: Plan Business Analysis Communication, page 1

2: How to create a business analysis communication plan, section Cultural analysis, page 3

3: BABOK Guide, section 3.2.5.3 Cultural Analysis, page 47

4: Business Analysis Certification Competencies, CCBA®, section 3.2 Plan Stakeholder Engagement, page 1

 The BA should ensure buy-in from key stakeholders before using “Product Box” as a collaboration game to prioritize the list of features. Buy-in is the agreement and support of the stakeholders for a proposed solution, approach, or decision. Buy-in is important for the success of any business analysis activity, as it helps to build trust, commitment, and collaboration among the stakeholders. Buy-in can be achieved by involving the stakeholders in the planning, elicitation, analysis, and validation of the requirements, as well as by addressing their needs, expectations, and concerns. The BA should ensure buy-in from key stakeholders for using “Product Box” as a collaboration game, as it may be a new or unfamiliar technique for some stakeholders, or they may have different preferences or opinions on how to prioritize the features. The BA should explain the benefits and purpose of the game, as well as the rules and expectations, and seek feedback and agreement from the stakeholders before conducting the game. The BA should also ensure that the game is aligned with the business objectives and the stakeholder requirements.

References:

CCBA Handbook, page 16

[BABOK Guide], page 30

[Business Analysis for Practitioners: A Practice Guide], page 39

[Business Analysis: The Question and Answer Book], page 25

According to the BABOK Guide, high quality requirements have the following characteristics1:

Atomic: Each requirement addresses only one thing and can be verified independently.

Complete: Each requirement provides all the information necessary for the intended audience to understand it.

Consistent: Each requirement does not conflict with any other requirement or source of authority.

Correct: Each requirement accurately describes the needs of the stakeholders and the solution.

Feasible: Each requirement can be implemented within the constraints of the project and the environment.

Modifiable: Each requirement can be changed when necessary and the impact of the change can be assessed.

Prioritized: Each requirement has an agreed-upon level of importance or urgency relative to other requirements.

Testable: Each requirement can be verified using a defined process or method to determine whether it meets the acceptance criteria.

Unambiguous: Each requirement has only one possible interpretation and is clear and concise.

Understandable: Each requirement can be comprehended by the intended audience without any difficulty or confusion.

Among these characteristics, the one that demands that all requirements in a set or model support its overall purpose and scope is cohesive. Cohesion is the degree to which the elements of a set ormodel are logically related and focused on providing a specific and consistent outcome2. A cohesive set or model of requirements is easier to understand, maintain, and verify, as it avoids unnecessary complexity, redundancy, and inconsistency. A cohesive set or model of requirements also ensures that the requirements are aligned with the business objectives and stakeholder needs, and that they do not introduce any out-of-scope or irrelevant features or functions3. References:

1: BABOK Guide, section 4.1 Prepare for Elicitation, page 62

2: CBAP/CCBA Certified Business Analysis Study Guide, 2nd Edition, by Susan Weese and Terri Wagner, Wiley, 2011, page 153

3: The Four Attributes of High-Quality Requirements4, section Cohesion, page 1