A fishbone diagram is a technique that helps identify, explore, and display the possible causes of a specific problem or quality characteristic. It can also be used to analyze the root causes of a problem or a gap between the current and desired states of a solution. By using a fishbone diagram, the BA can understand the reason why the performance of the solution does not meet the expected benefits and identify potential corrective actio ns.  References :

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition , Chapter 10: Solution Evalua tion, page 393

Business Analysis Body of Knowledge (BABOK ®) Guide , Version 3, Section 10.23: Fishbone Diagrams, page 382-383

The kind of relationship that is used to describe the traceability between requirement 8 and the solution artifacts that implement it is satisfy.  According to the BABOK® Guide 1 , a satisfy relationship indicates that a solution component or a solution as a whole fulfills a stakeholder or a solution requirement. In this case, requirement 8 is a solution requirement that specifies the functionality of the mobile application platform. The solution artifacts that implement this requirement, such as the software code, the user interface, or the test cases, satisfy this requirement by providing the expected behavior and outcome.  References :

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.5: Verify Requirements, p. 166-167

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition , Chapter 6: Requirements Analysis and Design Definition, Section 6.5: Ver ify Requirements, p. 271-272

The next step for the BA after selecting a passive approach for establishing performa nce metrics is to identify the performance measures. Performance measures are the indicators that are used to evaluate the effectiveness and efficiency of a process, a solution, or an outcome. They can be quantitative or qualitative, and they can be based on various criteria, such as time, cost, quality, customer satisfaction, or compliance. The BA should identify the performance measures that are relevant, measurable, achievable, and aligned with the objectives and requirements of the project. The BA shoul d also define the baseline and target values for each performance measure, as well as the data sources and collection methods.  References :

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition , Chapter 7: Solution Evaluation, Section 7.1: Measure Solution Performance, p. 307-308

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 7: Solution Evaluation, Section 7.1: Measure Solution Performance, p. 267-268

 A change control process is a technique that helps to manage the changes to the requirements or the solution throughout the project lifecycle. A change control process defines the roles and responsibilities, the criteria and procedures, the tools and techniques, and the documentation and communication for handling the changes. A change control process helps to ensure that the changes are properly identified, analyzed, approved, implemented, verified, and tracked. A change control process can help the BA to keep this situation from occurring in the future by creating a clear and consistent mechanism for managing the changes and avoiding any unauthorized or uncontrolled changes that may affect the quality or scope of the sol ution. A risk strategy is a technique that helps to identify, analyze, and manage the uncertainties and threats that may affect the project or the solution. A risk strategy defines the risk appetite, tolerance, and thresholds, the risk identification and a ssessment methods, the risk response and monitoring plans, and the risk roles and responsibilities. A risk strategy can help the BA to mitigate the potential impacts of the changes, but it does not prevent the changes from occurring. A prioritization appro ach is a technique that helps to rank the requirements or solution options based on their relative importance, urgency, value, or dependency. A prioritization approach defines the criteria and methods, the tools and techniques, and the roles and responsibi lities for prioritizing the requirements or solution options. A prioritization approach can help the BA to determine the optimal scope and sequence of the solution delivery, but it does not control the changes to the requirements or solution options. A sta keholder engagement plan is a technique that helps to plan and manage the interactions and communications with the stakeholders throughout the project. A stakeholder engagement plan defines the stakeholder identification and analysis, the stakeholder commu nication and collaboration methods, the stakeholder feedback and approval mechanisms, and the stakeholder roles and responsibilities. A stakeholder engagement plan can help the BA to ensure that the stakeholders are informed, engaged, and satisfied with th e project progress and outcomes, but it does not regulate the changes requested by the stakeholders.  References :  BABOK Guide v3 , Chapter 10: Techniques, Section 10.11: Change Cont rol Process, p. 510-512; Section 10.51: Risk Analysis and Management, p. 567-569; Section 10.38: Prioritization, p. 550-552; Section 10.24: Focus Groups, p. 532-533.

The BA presented an opportunity to increase efficiencies by simplifying the process of shipping to new countries and reducing the dependency on IT. By eliminating the need to maintain different variations of ship-to-country and location-to-route for various freight carriers, the BA enabled the business to save time and resources, and avoid potential er rors or delays. This is an examp le of how a BA can add value to the business by identifying and proposing solutions that improve the current state and address the root causes of the problems.  References :

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition , Chapter 2: Business Analysis Planning and Monitoring, page 50

Business Analysis Body of Knowledge (BABOK ®) Guide , Version 3, Chapter 6: Solution Evaluation, section 6.5.2: Assess Enterprise Limitations, page 176

Certified Business Analysis Professional™ (CBAP®) | Coursera , Course 4: Business Analysis Planning and Monitoring, Week 2: Plan Business Analysis Approach, video: “Solution Evaluation”

 Operational assessment is a type of analysis that involves evaluating the current state of the business processes, activities, and performance, and identifying the gaps, issues, and opportunities for improvement . Operational assessment was missed prior to purchasing a solution, because it would have helped to understand the differences and similarities between the Life and Non-Life teams, and to determine the best solution that would meet the needs and expectatio ns of both groups. By skipping the operational assessment, the company bought a solution that did not fit the processes and preferences of the Non-Life team, and resulted in inefficiency and dissatisfaction. Organizational structure, stakeholder impact ana lysis, or stakeholder location are not the best options for the type of analysis that was missed, because they are either irrelevant, inaccurate, or not the root cause of the problem.  References :

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition , Chapter 6: Strategy Analysis, page 248

Business Analysis Body of Knowled ge (BABOK) Guide , Version 3, Chapter 5: Strategy Analysis, section 5.2: Analyze Current State, page 95

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 248

The waterfall software development life cycle is a methodology that divides the project into phases, and the project manager focuses on control of time, cost, and scope. The waterfall model is a linear and sequential approach that follows a predefined set of steps from the initiation to the closure of the project. The waterfall model assumes that the requirements, scope, and design of the project are clear and stable, and that each phase can be completed before moving to the next one.  The waterfall model helps to ensure that the project deliverables meet the quality standards and specifications, and that the project is completed within the budget and schedule 1 2 . T he spiral software development life cycle is a methodology that combines the iterative and incremental approach with the risk management and prototyping techniques. The spiral model is a cyclical and evolutionary approach that follows a series of loops or iterations from the planning to the deployment of the project. The spiral model assumes that the requirements, scope, and design of the project are dynamic and complex, and that each iteration can be refined and improved based on the feedback and learning from the previous ones.  The spiral model helps to identify and mitigate the risks and uncertainties of the project, and to deliver a functional and adaptable product 1 3 . The agile software development life cycle is a methodology that emphasizes the collaboration, communication, and flexibility among the project stakeholders. The agile model is an adaptive and ite rative approach that follows a series of short and frequent cycles or sprints from the conception to the delivery of the project. The agile model assumes that the requirements, scope, and design of the project are emergent and changing, and that each sprin t can deliver a working and valuable product increment.  The agile model helps to respond to the changes and feedback of the project, and to maximize the customer satisfaction and value 1 4 . The incremental software development life cycle is a methodology that breaks down the project into smaller and manageable chunks or modules. The incremental model is a progressive and modular approach that follows a series of steps from the analysis to the implementation of each module of the project. The in cremental model assumes that the requirements, scope, and design of the project are partially known and defined, and that each module can be developed and delivered independently.  The incremental model helps to reduce the complexity and risk of the project, and to provide a gradual and continuous delivery of the product 1 5 .  References :

CB AP® Handbook

Waterfall Model - iiba.org

Spiral Model - iiba.org

Agile Model - iiba.org

Incre mental Model - iiba.org

 A focus group is a technique for eliciting information from a group of stakehol ders who have knowledge or experience on a specific topic. It involves asking open-ended questions, facilitating discussions, and capturing feedback. A focus group can help the BA to gather information about the decision making authorities within the compa ny by engaging with the relevant stakeholders, such as project sponsors, managers, directors, or board members. The BA can use the focus group to understand the roles, responsibilities, and expectations of the decision makers, as well as the criteria, meth ods, and processes they use to make decisions. The other options are not suitable techniques for gathering this information. A market analysis is a technique for researching and analyzing the external factors that affect the demand, supply, and opportuniti es for a product, service, or solution. A survey is a technique for collecting quantitative or qualitative data from a large number of respondents using a predefined set of questions. A cost benefit analysis is a technique for comparing the costs and benef its of alternative solutions or courses of action.  References :  CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition , C hapter 5: Elicitation and Collaboration, p. 164-165, 168-169, 171-172;  A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3 , Chapter 4: Eli citation and Collaboration, Section 4.2: Prepare for Elicitation, p. 94-95; Chapter 10: Techniques, Section 10.15: Focus Groups, p. 378-379.

 Risk Analysis and Management is a technique that involves identifying, assessing, and treating the uncertainties and potential negative impacts that may affect the requirement or the solution. Risk Analysis and Management can help the BA to identify scenarios that would alter the benefit delivered by a requirement, because it can help the BA to quantify and prioritize the risks, determine the app ropriate responses and mitigation strategies, and monitor and control the risk exposure and outcomes. Risk Analysis and Management can also help the BA to communicate and report the risk status and issues to the stakeholders and the organization, and to en sure that the requirement delivers the expected value and benefit. Metrics and Key Performance Indicators, Data Modeling, or Document Analysis are not the best options for identifying scenarios that would alter the benefit delivered by a requirement, becau se they are either too specific, too general, or not directly related to the risk analysis and management process.  References :

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition , Chapter 8: Solution Evaluation, page 346

Business Analysis Body of Knowledge (BABOK) Guide , Version 3, Chapter 8: Solution Evaluation, sectio n 8.4: Assess Solution Limitations, page 158

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 8: Solution Evaluation, page 346

 Data flow diagramming is a technique that shows how data moves through a system, from external entities, through processes, to data stores. Data flow diagrams can be used to model the current state or the desired state of a system, and to identify gaps or redundancies in data processing. Data flow diagrams can also be decomposed to lower levels of detail to show the sub-process es and data elements involved in each function. Functional decomposition, work decomposition, and organization modeling are different techniques that can be used to break down a system, a project, or an organization into smaller components, but they do not focus on the data movement.  References :

BABOK® Guide , p. 10, 98-99

CBAP / CCBA Certified Business Analysis Study Guide , p. 240-241

Certified Business Analysis Professional™ (CBAP®) | Coursera , Course 2, Week 2, Video: “Data Flow Diagrams”