IIBA CBAP Exam Dumps

A plan-driven approach to business analysis follows a sequential and linear process, where each phase must be completed before moving on to the next. This approach requires thorough planning upfront, reducing uncertainties later on. Therefore, communication in a plan-driven approach is likely to be formal, structured, and documented. Formal communication ensures that information is relayed in a clear, consistent, and accurate manner, and that stakeholders are aware of their roles and responsibilities. Formal communication also helps to manage changes, risks, and issues that may arise during the project lifecycle. Formal communication may include written reports, presentations, meetings, emails, and memos.Reference:

How to create a business analysis communication plan

How to Choose the Right Business Analysis Approach

Plan Business Analysis Approach - iiba.org

Defining the Business Analysis Approach in 2023 | Free Template

Requirements are dynamic and may change throughout the project life cycle due to various factors, such as changing stakeholder needs, new business opportunities, feedback from testing, or regulatory changes. Business analysis planning and monitoring involves defining the process for managing changes to requirements, including identifying the roles and responsibilities, the approval levels, the change control tools, and the communication methods. The business analyst should be prepared to handle changes to requirements at any time and follow the established change control process.Reference:

CBAP Handbook, page 6, section 2.4. Review the Exam Blueprint

BABOK Guide, page 29, section 2.4. Manage Business Analysis Performance

Tips for Earning a Business Analysis Certification, point 3. Understand the BABOK Guide

Functional is not a characteristic of a requirement, but a type of requirement.A functional requirement describes what the system or solution should do, such as the features, functions, behaviors, or capabilities1. A characteristic of a requirement is a quality or attribute that makes the requirement good or effective.There are different sources that list different characteristics of a requirement, but some of the common ones are: clear, complete, consistent, correct, feasible, modifiable, unambiguous, and testable2345. These characteristics help to ensure that the requirement is well-defined, understood, verified, and validated.Reference:

Functional vs Non-functional Requirements: What's the Difference?

1.4 Characteristics of a Good Requirement - InformIT

How To Write a Good Requirement? 14 Qualities | Insights Spotter

Needs and Solutions, Requirements and Designs - IIBA

Effectively! -- Requirement Characteristics - ArgonDigital

A regulator is not a stakeholder that is considered when completing the business analysis planning and monitoring task to determine a business analysis approach. A regulator is an external entity that imposes rules, standards, or guidelines that the organization and the solution must comply with. A regulator is not directly involved in the business analysis process, but rather in the governance and validation of the solution. Therefore, a regulator does not influence the choice of the business analysis approach, which is based on the characteristics and needs of the project and the organization.

The other options are stakeholders that are considered when completing the business analysis planning and monitoring task to determine a business analysis approach. A tester is a stakeholder who verifies and validates the quality and functionality of the solution. A project manager is a stakeholder who oversees and coordinates the project activities, resources, and deliverables. A functional manager is a stakeholder who manages a specific business function or department, such as finance, marketing, or human resources. These stakeholders have different roles, responsibilities, expectations, and interests in the business analysis process, and they may affect or be affected by the choice of the business analysis approach.Reference:

BABOK Guide, p. 29, 32, 66

CBAP / CCBA Certified Business Analysis Study Guide, p. 45, 48, 133

Certified Business Analysis Professional (CBAP) | Coursera, Course 1, Week 2, Video: ''Business Analysis Planning and Monitoring''

According to the CBAP competencies, one of the skills required for business analysis planning and monitoring is to guide practice in performing stakeholder analysis1.Stakeholder analysis is the process of identifying and assessing the needs, interests, and influence of stakeholders on a project or initiative2.One of the outputs of stakeholder analysis is a stakeholder list, which identifies the key stakeholders and their roles, responsibilities, and expectations3.A stakeholder list can also include information on the potential risks and issues that may arise from stakeholder involvement or lack thereof4. Therefore, developing a risk plan to anticipate negative behavior from the Director of Human Resources is a valid activity that is included in performing a stakeholder analysis. This can help the team to mitigate the impact of the Director's bitterness and resistance on the project's success.

The other options are not included in performing a stakeholder analysis. Comparing the expertise of the Director of Human Resources to other stakeholders is not relevant to the stakeholder analysis process, as it does not help to understand the Director's needs, interests, or influence. Recommending excluding the Director of Human Resources as a stakeholder is not a good practice, as it may create more conflict and resentment, and ignore the Director's legitimate role and authority in the project. Implementing all of the Director of Human Resources suggestions to relieve tension is not a realistic or effective strategy, as it may compromise the quality and feasibility of the project, and disregard the needs and interests of other stakeholders.Reference:

1: CBAP Competencies - International Institute of Business Analysis

2: BABOK Guide v3, Section 2.2.2: Conduct Stakeholder Analysis

3: BABOK Guide v3, Section 2.2.2.3: Outputs

4: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 3: Business Analysis Planning and Monitoring, p. 83