CBAP Exam Dumps - Certified Business Analysis Professional

 MoSCoW is an acronym for Must-have, Should-have, Could-have, and Won’t-have this time. It is a prioritization technique that many organizations use in project management, software development, business analysis, etc., to categorize and prioritize requirements or tasks based on their importance and urgency. The method provides a simple and effective way to prioritize work items by assigning them to one of the four categories12:

Must-have: These are the critical and non-negotiable requirements or tasks that must be completed for the project or product to be successful. Without them, the project or product will fail or become useless. For example, compliance with legal or security standards, or core functionality of the product.

Should-have: These are the important but not essential requirements or tasks that should be completed for the project or product to be satisfactory. They add significant value or benefit, but they are not as time-sensitive or critical as the must-haves. They can be postponed or omitted without compromising the project or product. For example, performance improvements, minor bug fixes, or nice-to-have features.

Could-have: These are the desirable but not necessary requirements or tasks that could be completed for the project or product to be enhanced. They improve the user experience or customer satisfaction, but they have a low impact or benefit. They can be included if time and resources permit, or they can be left out without affecting the project or product. For example, aesthetic changes, extra functionality, or user feedback.

Won’t-have: These are the least important or relevant requirements or tasks that won’t be completed for the project or product at the current time. They have a low or negative impact or benefit, or they are not appropriate or feasible at the moment. They can be excluded, deferred, or reconsidered for future projects or products. For example, out-of-scope requests, low-priority issues, or unrealistic expectations.

MoSCoW prioritization helps to manage the expectations and needs of the stakeholders, and to focus on the most valuable and urgent work items. It also helps to deal with changing requirements, scope creep, and resource constraints. MoSCoW prioritization is often used with timeboxing, which is a technique that sets a fixed deadline for the completion of a project or product34. References:

What is MoSCoW Prioritization? | Overview of the MoSCoW Method

MoSCoW method - Wikipedia

Simplify Requirement Prioritization With the MoSCoW Method - Geekflare

MoSCoW: Framework for Effective Prioritization | craft.io

 A business analysis plan is a document that describes the scope of work, the deliverable Work Breakdown Structure (WBS), the activity list, and estimates for the business analysis activities. It also includes the business analysis approach, the roles and responsibilities of the business analyst and other stakeholders, the communication plan, the requirements management plan, the change management plan, and the risk management plan12. A business analysis plan is an important input for the business analysis execution and monitoring process, as it helps to guide and control the business analysis work, and to ensure that the business analysis deliverables meet the quality standards and stakeholder expectations3.

The other options are not correct. A project management plan is a document that describes how the project will be executed, monitored, and controlled. It covers the project scope, schedule, cost, quality, resources, communication, risk, procurement, and stakeholder management. An implementation plan is a document that describes how the solution will be deployed, transitioned, and integrated into the business operations. It covers the implementation strategy, schedule, resources, tasks, roles, responsibilities, risks, and issues. A requirements management plan is a document that describes how the requirements will be elicited, analyzed, documented, validated, verified, prioritized, traced, and maintained throughout the project lifecycle. It is a component of the business analysis plan, not a separate document. References:

Business Analysis Plan - IIBA®

Business Analysis Planning and Monitoring - IIBA®

Business Analysis Execution and Monitoring - IIBA®

[Project Management Plan - PMI]

[Implementation Plan - PMI]

[Requirements Management Plan - IIBA®]

 The management horizon is the time period over which the costs and benefits of a proposed solution are evaluated. It is also the point in time when the net present value of the solution becomes positive, meaning that the solution has recovered its initial investment and started to generate a profit. The management horizon helps to determine the feasibility and viability of a solution, as well as its alignment with the strategic goals of the organization. References:

CBAP® Handbook, page 15, section 4.1.2.3

BABOK® Guide, page 32, section 3.2.3

How to Write a Business Case (Template Included), under Step 3: Calculate the Financials

A methodology is a set of principles, rules, and processes that guide the business analysis activities and deliverables within a project or organization. A methodology can be based on a standard, such as the BABOK Guide, or a specific framework, such as Waterfall or Agile. A methodology helps the business analyst to plan, execute, monitor, and control the business analysis work in a consistent and effective way. References:

BABOK Guide, Chapter 2: Business Analysis Planning and Monitoring, Section 2.1: Plan Business Analysis Approach, p. 24-25

Business Analysis Methodology | What is this and is it real?

A capabilities gap assessment is a process of identifying and analyzing the gaps between the current and desired capabilities of an organization. It helps to determine what new capabilities are needed to achieve the business goals and objectives, and to seize the business opportunities1. A business opportunity is the chance to take advantage of an occurrence in the market for business gain. It involves some kind of favourable condition that can be used to create and implement ideas and innovations, solve problems, and maximize profits2.

If an organization does not have the necessary resources and technology to seize a business opportunity, the most likely course of action is to launch a new project. A project is a temporary endeavor undertaken to create a unique product, service, or result3. By launching a new project, the organization can allocate the required resources and technology, define the project scope, schedule, and budget, and deliver the desired outcome. A new project can also help the organization to close the capabilities gap, improve its performance, and gain a competitive advantage in the market.

The other options are less likely or not feasible. Hiring additional resources or contractors may not be enough to close the capabilities gap, as they may not have the relevant skills, knowledge, or experience. Moreover, hiring may incur additional costs and risks for the organization. Moving onto the next opportunity may not be a wise decision, as it may result in losing a valuable chance to grow the business and satisfy the customer needs. Therefore, launching a new project is the best course of action for the organization. References:

Capabilities Based Assessment (CBA) - AcqNotes

What Is Business Opportunity? – Importance, Types … - Feedough

Project Management Basics: What Is a Project? | PMI

 Scope creep is the change or expansion in the project scope that occurs without proper assessment and approval. It can result in cost overruns, delays, and client satisfaction issues. Scope creep can happen due to unclear or changing requirements, lack of stakeholder involvement, poor communication, or inadequate change control. To prevent scope creep, business analysts should define the project scope clearly, manage stakeholder expectations, document and prioritize requirements, and follow a change management process. References:

Scope Creep: Definition, Examples & How To Prevent It - Forbes

What is Scope Creep and 7 Ways to Avoid it [2023] • Asana

What is the meaning of Scope Creep in Project Management?

The change-driven approach is an agile method that focuses on delivering value to the customer in short iterations and adapting to changing requirements. The change-driven approach favors defining requirements through team interaction, as this allows for more collaboration, feedback, and learning among the stakeholders. The change-driven approach also uses minimal documentation and relies on working software as the primary measure of progress. The change-driven approach is suitable for projects that have high uncertainty, complexity, and volatility. References:

Business Analysis Approach (BA Planning & Monitoring)

Adapting Your Requirements Practices | StickyMinds

Requirements definition and management — English - SFIA

 A solution approach is a description of the proposed method for delivering a solution that meets the business need. It is one of the outputs of the enterprise analysis tasks, along with business need, capability gaps, solution scope, and business case. A solution approach defines the type, nature, and complexity of the solution, and provides a high-level view of how the solution will be implemented. It also identifies the major components, features, and functions of the solution, as well as the key stakeholders, risks, assumptions, and constraints. A solution approach helps to evaluate the feasibility and viability of different solution options and compare them with the business need and expected benefits. References:

IIBA BABOK Guide v3, p. 30, 176, 264

An Overview of Enterprise Analysis - Modern Analyst

How Do You Know When You Are Doing Enterprise Analysis