Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

BABOK CCBA/CBAP > Flash Cards BABOK CBAP > Flashcards

Flash Cards BABOK CBAP

1
Q

ACCEPTANCE CRITERIA

A

criteria associated with requirements, products, or the delivery cycle that must be met in order to achieve stakeholder acceptance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

ACTOR

A

a human, device, or system that plays some specified role in interacting with a solution.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

ADAPTIVE APPROACH

A

an approach where the solution evolves based on a cycle of learning and discovery, with feedback loops which encourage making decisions as late as possible.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

ARCHITECTURE

A

the design, structure, and behavior of the current and future states of a structure in terms of its components, and the interaction between those components.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

ARTIFACT

A

any solution-relevant object that is created as part of business analysis efforts.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

ASSUMPTION

A

an influencing factor that is believed to be true but has not been confirmed to be accurate, or that could be true now but may not be in the future.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

BEHAVIORAL BUSINESS RULE

A

a business rule that places an obligation (or prohibition) on conduct, action, practice, or procedure; a business rule whose purpose it is to shape (govern) day-to-day business activity. Also known as operative rule.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

BENCHMARKING

A

a comparison of a decision, process, service, or system’s cost, time, quality, or other metrics to those of leading peers to identify opportunities for improvement.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

BODY OF KNOWLEDGE

A

the aggregated knowledge and generally accepted practices on a topic.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

BRAINSTORMING

A

a team activity that seeks to produce a broad or diverse set of options through the rapid and uncritical generation of ideas.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

BUSINESS

A

an economic system where any commercial, industrial, or professional activity is performed for profit.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

BUSINESS ANALYSIS

A

The practice of enabling change in the context of an enterprise by defining needs and recommending solutions that deliver value to stakeholders.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

EVOLUTIONARY PROTOTYPE

A

A prototype that is continuously modified and updated in response to feedback from stakeholders.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

BUSINESS ANALYSIS APPROACH

A

The set of processes, rules, guidelines, heuristics, and activities that are used to perform business analysis in a specific context.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

BUSINESS ANALYSIS COMMUNICATION PLAN

A

A description of the types of communication the business analyst will perform during business analysis, the recipients of those communications, and the form and frequency of those communications.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

BUSINESS ANALYSIS EFFORT

A

The scope of activities a business analyst is engaged in during the life cycle of an initiative.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

BUSINESS ANALYSIS INFORMATION

A

Any kind of information at any level of detail that is used as an input to business analysis work, or as an output of business analysis work.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

BUSINESS ANALYSIS PACKAGE

A

A document, presentation, or other collection of text, matrices, diagrams and models, representing business analysis information.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

BUSINESS ANALYSIS PLAN

A

A description of the planned activities the business analyst will execute in order to perform the business analysis work involved in a specific initiative.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

BUSINESS ANALYST

A

Any person who performs business analysis, no matter their job title or organizational role.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

BUSINESS ARCHITECTURE

A

The design, structure, and behaviour of the current and future states of an enterprise to provide a common understanding of the organization. It is used to align the enterprise’s strategic objectives and tactical demands.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

BUSINESS CASE

A

A justification for a course of action based on the benefits to be realized by using the proposed solution, as compared to the cost, effort, and other considerations to acquire and live with that solution.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

BUSINESS DECISION

A

A decision that can be made based on strategy, executive judgment, consensus, and business rules, and that is generally made in response to events or at defined points in a business process.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

BUSINESS GOAL

A

A state or condition that an organization is seeking to establish and maintain, usually expressed qualitatively rather than quantitatively.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

BUSINESS NEED

A

A problem or opportunity of strategic or tactical importance to be addressed.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

BUSINESS OBJECTIVE

A

An objective, measurable result to indicate that a business goal has been achieved.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

BUSINESS POLICY

A

A non-practicable directive that controls and influences the actions of an enterprise.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

BUSINESS PROBLEM

A

An issue of strategic or tactical importance preventing an enterprise or organization from achieving its goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

BUSINESS PROCESS MANAGEMENT (BPM)

A

A management discipline that determines how manual and automated processes are created, modified, cancelled, and governed.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

BUSINESS PROCESS RE-ENGINEERING

A

Rethinking and redesigning business processes to generate improvements in performance measures.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

BUSINESS PROCESS

A

An end-to-end set of activities which collectively responds to an event, and transforms information, materials, and other resources into outputs that deliver value directly to the customers of the process. It may be internal to an organization, or it may span several organizations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

BUSINESS REQUIREMENT

A

A representation of goals, objectives and outcomes that describe why a change has been initiated and how success will be assessed.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

BUSINESS RULE

A

A specific, practicable, testable directive that is under the control of the business and that serves as a criterion for guiding behaviour, shaping judgments, or making decisions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

CAPABILITY

A

The set of activities the enterprise performs, the knowledge it has, the products and services it provides, the functions it supports, and the methods it uses to make decisions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

CHANGE AGENT

A

One who is a catalyst for change.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

CHANGE CONTROL

A

Controlling changes to requirements and designs so that the impact of requested changes is understood and agreed-to before the changes are made.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

CHANGE MANAGEMENT

A

Planned activities, tools, and techniques to address the human side of change during a change initiative, primarily addressing the needs of the people who will be most affected by the change.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

CHANGE STRATEGY

A

A plan to move from the current state to the future state to achieve the desired business objectives.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

CHANGE TEAM

A

A cross-functional group of individuals who are mandated to implement a change. This group may be comprised of product owners, business analysts, developers, project managers, implementation subject matter experts (SMEs), or any other individual with the relevant set of skills and competencies required to implement the change.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

CHANGE

A

The act of transformation in response to a need.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

CHECKLIST (BUSINESS ANALYSIS)

A

A standard set of quality elements that reviewers use for requirements verification.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

COLLABORATION

A

The act of two or more people working together towards a common goal.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

COMMERCIAL OFF-THE-SHELF (COTS)

A

A prepackaged solution available in the marketplace which address all or most of the common needs of a large group of buyers of those solutions. A commercial off-the-shelf solution may require some configuration to meet the specific needs of the enterprise.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

COMPETITIVE ANALYSIS

A

A structured assessment which captures the key characteristics of an industry to predict the long-term profitability prospects and to determine the practices of the most significant competitors.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

COMPONENT

A

A uniquely identifiable element of a larger whole that fulfills a clear function.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

CONCEPT MODEL

A

An analysis model that develops the meaning of core concepts for a problem domain, defines their collective structure, and specifies the appropriate vocabulary needed to communicate about it consistently.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

CONSTRAINT (BUSINESS ANALYSIS)

A

An influencing factor that cannot be changed, and that places a limit or restriction on a possible solution or solution option.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

CONTEXT

A

The circumstances that influence, are influenced by, and provide understanding of the change.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

CORE CONCEPT (BUSINESS ANALYSIS)

A

One of six ideas that are fundamental to the practice of business analysis: Change, Need, Solution, Context, Stakeholder, and Value.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

COST-BENEFIT ANALYSIS

A

An analysis which compares and quantifies the financial and non-financial costs of making a change or implementing a solution compared to the benefits gained.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

CREATE, READ, UPDATE, AND DELETE MATRIX (CRUD MATRIX)

A

A two-dimensional matrix showing which user roles have permission to access specific information entities, and to create new records in those entities, view the data in existing records, update or modify the data in existing records, or delete existing records. The same type of matrix can be used to show which processes, instead of users, have the create, read, update and delete rights.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

CUSTOMER

A

A stakeholder who uses or may use products or services produced by the enterprise and may have contractual or moral rights that the enterprise is obliged to meet.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

DECISION ANALYSIS

A

An approach to decision making that examines and models the possible consequences of different decisions, and assists in making an optimal decision under conditions of uncertainty.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

DECOMPOSITION

A

A technique that subdivides a problem into its component parts in order to facilitate analysis and understanding of those components.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

DEFECT

A

A deficiency in a product or service that reduces its quality or varies from a desired attribute, state, or functionality.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

DEFINITIONAL BUSINESS RULE

A

A rule that indicates something is necessarily true (or untrue); a rule that is intended as a definitional criterion for concepts, knowledge, or information. Also known as a structural rule.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

DELIVERABLE

A

Any unique and verifiable work product or service that a party has agreed to deliver.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

DESIGN

A

A usable representation of a solution.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

DOCUMENT ANALYSIS (BUSINESS ANALYSIS)

A

An examination of the documentation of an existing system in order to elicit requirements.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

DOMAIN SUBJECT MATTER EXPERT

A

A stakeholder with in-depth knowledge of a topic relevant to the business need or solution scope.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

DOMAIN

A

The sphere of knowledge that defines a set of common requirements, terminology, and functionality for any program or initiative solving a problem.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

DYNAMIC SYSTEMS DEVELOPMENT METHOD (DSDM)

A

A project delivery framework which focuses on fixing cost, quality, and time at the beginning while contingency is managed by varying the features to be delivered.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

ELICITATION

A

Iterative derivation and extraction of information from stakeholders or other sources.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

END USER

A

A stakeholder who directly interacts with the solution.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

ENTERPRISE ARCHITECTURE

A

A description of the business processes, information technology, people, operations, information, and projects of an enterprise and the relationships between them.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

ENTERPRISE READINESS ASSESSMENT

A

An assessment that describes the enterprise is prepared to accept the change associated with a solution and is able to use it effectively.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q

ENTERPRISE

A

A system of one or more organizations and the solutions they use to pursue a shared set of common goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

ENTITY-RELATIONSHIP DIAGRAM

A

A graphical representation of the entities relevant to a chosen problem domain and the relationships between them.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
69
Q

ESTIMATE

A

A quantitative assessment of a planned outcome, resource requirements, and schedule where uncertainties and unknowns are systematically factored into the assessment.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
70
Q

EVALUATION

A

The systematic and objective assessment of a solution to determine its status and efficacy in meeting objectives over time, and to identify ways to improve the solution to better meet objectives.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

EVENT (BUSINESS ANALYSIS)

A

An occurrence or incident to which an organizational unit, system, or process must respond.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
72
Q

EXPERIMENT

A

Elicitation performed in a controlled manner to make a discovery, test a hypothesis, or demonstrate a known fact.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
73
Q

EXTERNAL INTERFACE

A

An interaction that is outside the proposed solution. It can be another hardware system, software system, or a human interaction with which the proposed solution will interact.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
74
Q

FACILITATION

A

The art of leading and encouraging people through systematic efforts toward agreed-upon objectives in a manner that enhances involvement, collaboration, productivity, and synergy.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
75
Q

FEASIBILITY STUDY

A

An evaluation of proposed alternatives to determine if they are technically, organizationally, and economically possible within the constraints of the enterprise, and whether they will deliver the desired benefits to the enterprise.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

FEATURE

A

A distinguishing characteristic of a solution that implements a cohesive set of requirements and which delivers value for a set of stakeholders.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

FISHBONE DIAGRAM

A

A diagramming technique used in root cause analysis to identify underlying causes of an observed problem, and the relationships that exist between those causes. Also known as an Ishikawa or cause-andeffect diagram.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
78
Q

FOCUS GROUP

A

A group formed to to elicit ideas and attitudes about a specific product, service, or opportunity in an interactive group environment. The participants share their impressions, preferences, and needs, guided by a moderator.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
79
Q

FORCE FIELD ANALYSIS

A

A graphical method for depicting the forces that support and oppose a change. Involves identifying the forces, depicting them on opposite sides of a line (supporting and opposing forces) and then estimating the strength of each set of forces.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
80
Q

FUNCTIONAL REQUIREMENT

A

A capability that a solution must have in terms of the behaviour and information the solution will manage.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
81
Q

GAP ANALYSIS

A

A comparison of the current state and desired future state of an enterprise in order to identify differences that need to be addressed.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
82
Q

GOVERNANCE PROCESS (CHANGE)

A

A process by which appropriate decision makers use relevant information to make decisions regarding a change or solution, including the means for obtaining approvals and priorities.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
83
Q

GUIDELINE (BUSINESS ANALYSIS)

A

An instruction or description on why or how to undertake a task.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
84
Q

HORIZONTAL PROTOTYPE

A

A prototype that is used to explore requirements and designs at one level of a proposed solution, such as the customer-facing view or the interface to another organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
85
Q

IMPACT ANALYSIS

A

An assessment of the effects a proposed change will have on a stakeholder or stakeholder group, project, or system.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
86
Q

IMPLEMENTATION SUBJECT MATTER EXPERT

A

A stakeholder who has specialized knowledge regarding the implementation of one or more solution components.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
87
Q

INDICATOR

A

A specific numerical measurement that indicates progress toward achieving an impact, output, activity, or input.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
88
Q

INITIATIVE

A

A specific project, program, or action taken to solve some business problem(s) or achieve some specific change objective(s).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
89
Q

INPUT (BUSINESS ANALYSIS)

A

Information consumed or transformed to produce an output. An input is the information necessary for a task to begin.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
90
Q

INSPECTION

A

A formal review of a work product by qualified individuals that follows a predefined process, and uses predefined criteria, for defect identification and removal.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
91
Q

INTERFACE

A

A shared boundary between any two persons and/or systems through which information is communicated.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
92
Q

INTEROPERABILITY

A

Ability of systems to communicate by exchanging data or services.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
93
Q

INTERVIEW

A

Eliciting information from a person or group of people in an informal or formal setting by asking relevant questions and recording the responses.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
94
Q

ITERATION (BUSINESS ANALYSIS)

A

A single instance of progressive cycles of analysis, development, testing, or execution.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
95
Q

KNOWLEDGE AREA (BUSINESS ANALYSIS)

A

An area of expertise that includes several specific business analysis tasks.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
96
Q

LESSONS LEARNED PROCESS

A

A process improvement technique used to learn about and improve on a process or project. A lessons learned session involves a special meeting in which the team explores what worked, what didn’t work, what could be learned from the just-completed iteration, and how to adapt processes and techniques before continuing or starting anew.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
97
Q

LIFE CYCLE

A

A series of changes an item or object undergoes from inception to retirement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
98
Q

MATRIX

A

A textual form of modelling used to represent information that can be categorized, cross-referenced, and represented in a table format.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
99
Q

METADATA

A

A description of data to help understand how to use that data, either in terms of the structure and specification of the data, or the description of a specific instance of an object.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
100
Q

METHODOLOGY

A

A body of methods, techniques, procedures, working concepts, and rules used to solve a problem

101
Q

METRIC

A

A quantifiable level of an indicator measured at a specified point in time.

102
Q

MISSION STATEMENT

A

A formal declaration of values and goals that expresses the core purpose of the enterprise.

103
Q

MODEL

A

A representation and simplification of reality developed to convey information to a specific audience to support analysis, communication, and understanding.

104
Q

MONITORING

A

Collecting data on a continuous basis from a solution in order to determine how well a solution is implemented compared to expected results.

105
Q

NEED

A

A problem or opportunity to be addressed.

106
Q

NON-FUNCTIONAL REQUIREMENT

A

A type of requirement that describes the performance or quality attributes a solution must meet. Non-functional requirements are usually measurable and act as constraints on the design of a solution as a whole.

107
Q

OBSERVATION (BUSINESS ANALYSIS)

A

Studying and analyzing one or more stakeholders in their work environment in order to elicit requirements.

108
Q

ONLINE ANALYTICAL PROCESSING (OLAP)

A

A business intelligence approach that allows users to analyze large amounts of data from different points of view.

109
Q

OPERATIONAL SUPPORT

A

A stakeholder who is responsible for the day-to-day management and maintenance of a system or product.

110
Q

ORGANIZATION MODELLING

A

The analysis technique used to describe roles, responsibilities and reporting structures that exist within an enterprise.

111
Q

ORGANIZATION

A

An autonomous group of people under the management of a single individual or board, that works towards common goals and objectives.

112
Q

ORGANIZATIONAL CAPABILITY

A

A function inside the enterprise, made up of components such as processes, technologies, and information and used by organizations to achieve their goals.

113
Q

ORGANIZATIONAL UNIT

A

Any recognized association of people within an organization or enterprise.

114
Q

PEER REVIEW

A

A formal or informal review of a work product to identify errors or opportunities for improvement.

115
Q

PLAN

A

A detailed scheme for doing or achieving something usually comprising a set of events, dependencies, expected sequence, schedule, results or outcomes, materials and resources needed, and how stakeholders need to be involved.

116
Q

PREDICTIVE APPROACH

A

An approach where planning and baselines are established early in the life cycle of the initiative in order to maximize control and minimize risk.

117
Q

PRIORITIZATION

A

Determining the relative importance of a set of items in order to determine the order in which they will be addressed.

118
Q

PROCESS MODEL

A

A set of diagrams and supporting information about a process and factors that could influence the process. Some process models are used to simulate the performance of the process.

119
Q

PROCESS

A

A set of activities designed to accomplish a specific objective by taking one or more defined inputs and turning them into defined outputs.

120
Q

PRODUCT (BUSINESS ANALYSIS)

A

A solution or component of a solution that is the result of an initiative.

121
Q

PRODUCT BACKLOG

A

A set of user stories, requirements, or features that have been identified as candidates for potential implementation, prioritized, and estimated.

122
Q

PRODUCT VISION STATEMENT

A

A brief statement or paragraph that describes the goals of the solution and how it supports the strategy of the organization or enterprise.

123
Q

PROJECT MANAGER

A

A stakeholder who is responsible for managing the work required to deliver a solution that meets a business need, and for ensuring that the project’s objectives are met while balancing the project constraints, including scope, budget, schedule, resources, quality, and risk.

124
Q

PROJECT SCOPE

A

The work that must be performed to deliver a product, service, or result with the specified features and functions.

125
Q

PROJECT

A

A temporary endeavour undertaken to create a unique product, service, or result.

126
Q

PROOF OF CONCEPT

A

A model created to validate the design of a solution without modelling the appearance, materials used in the creation of work, or processes and workflows ultimately used by the stakeholders.

127
Q

PROTOTYPE

A

A partial or simulated approximation of the solution for the purpose of eliciting or verifying requirements with stakeholders.

128
Q

QUALITY ASSURANCE

A

A set of activities performed to ensure that a process will deliver products that meet an appropriate level of quality.

129
Q

QUALITY ATTRIBUTES

A

A set of measures used to judge the overall quality of a system.

130
Q

QUALITY

A

The degree to which a set of inherent characteristics fulfills needs.

131
Q

QUESTIONNAIRE

A

A set of defined questions, with a choice of answers, used to collect information from respondents.

132
Q

REGULATOR

A

A stakeholder from outside the organization who is responsible for the definition and enforcement of standards.

133
Q

REPOSITORY

A

A real or virtual facility where all information on a specific topic is stored and is available for retrieval.

134
Q

REQUEST FOR INFORMATION (RFI)

A

A formal elicitation method intended to collect information regarding a vendor’s capabilities or any other information relevant to a potential upcoming procurement.

135
Q

REQUEST FOR PROPOSAL (RFP)

A

A requirements document issued when an organization is seeking a formal proposal from vendors. An RFP typically requires that the proposals be submitted following a specific process and using sealed bids which will be evaluated against a formal evaluation methodology.

136
Q

REQUEST FOR QUOTE (RFQ)

A

A procurement method of soliciting price and solution options from vendors.

137
Q

REQUEST FOR TENDER (RFT)

A

An open invitation to vendors to submit a proposal for goods or services.

138
Q

REQUIREMENT

A

A usable representation of a need.

139
Q

REQUIREMENTS ALLOCATION

A

The process of assigning requirements to be implemented by specific solution components.

140
Q

REQUIREMENTS ARCHITECTURE

A

The requirements of an initiative and the interrelationships between these requirements.

141
Q

REQUIREMENTS ARTIFACT

A

A business analysis artifact containing information about requirements such as a diagram, matrix, document or model.

142
Q

REQUIREMENTS ATTRIBUTE

A

A characteristic or property of a requirement used to assist with requirements management.

143
Q

REQUIREMENTS DEFECT

A

A problem or error in a requirement. Defects may occur because a requirement is poor quality or because it does not describe a need that, if met, would provide value to stakeholders.

144
Q

REQUIREMENTS LIFE CYCLE

A

The stages through which a requirement progresses from inception to retirement.

145
Q

REQUIREMENTS MANAGEMENT PLAN

A

A subset of the business analysis plan for a specific change initiative, describing specific tools, activities, and roles and responsibilities that will be used on the initiative to manage the requirements.

146
Q

REQUIREMENTS MANAGEMENT TOOL

A

Special-purpose software that provides support for any combination of the following capabilities: elicitation and collaboration, requirements modelling and/or specification, requirements traceability, versioning and baselining, attribute definition for tracking and monitoring, document generation, and requirements change control.

147
Q

REQUIREMENTS MANAGEMENT

A

Planning, executing, monitoring, and controlling any or all of the work associated with requirements elicitation and collaboration, requirements analysis and design, and requirements life cycle management.

148
Q

REQUIREMENTS MODEL

A

An abstract (usually graphical) representation of some aspect of the current or future state.

149
Q

REQUIREMENTS PACKAGE

A

A specialized form of a business analysis package primarily concerned with requirements. A requirements package may represent a baseline of a collection of requirements.

150
Q

REQUIREMENTS TRACEABILITY

A

The ability for tracking the relationships between sets of requirements and designs from the original stakeholder need to the actual implemented solution. Traceability supports change control by ensuring that the source of a requirement or design can be identified and other related requirements and designs potentially affected by a change are known.

151
Q

REQUIREMENTS VALIDATION

A

Work done to evaluate requirements to ensure they support the delivery of the expected benefits and are within the solution scope.

152
Q

REQUIREMENTS VERIFICATION

A

Work done to evaluate requirements to ensure they are defined correctly and are at an acceptable level of quality. It ensures the requirements are sufficiently defined and structured so that the solution development team can use them in the design, development, and implementation of the solution.

153
Q

REQUIREMENTS WORKSHOP

A

A structured meeting in which a carefully selected group of stakeholders collaborate to define and/or refine requirements under the guidance of a skilled neutral facilitator.

154
Q

RESIDUAL RISK

A

The risk remaining after action has been taken or plans have been put in place to deal with the original risk.

155
Q

RESPONSIBLE, ACCOUNTABLE, CONSULTED, AND INFORMED MATRIX (RACI MATRIX)

A

A tool used to identify the responsibilities of roles or team members and the activities or deliverables in which they will participate, by being responsible (doing the work), accountable (approving the results), consulted (providing input) or informed of the completed item after it has been completed.

156
Q

RETURN ON INVESTMENT (ROI) (BUSINESS ANALYSIS)

A

A measure of the profitability of a project or investment.

157
Q

RFI

A

request for information.

158
Q

RFP

A

request for proposal.

159
Q

RFQ

A

request for quote.

160
Q

RFT

A

request for tender.

161
Q

RISK (BUSINESS ANALYSIS)

A

The effect of uncertainty on the value of a change, a solution, or the enterprise.

162
Q

RISK ASSESSMENT

A

Identifying, analyzing and evaluating risks.

163
Q

ROOT CAUSE ANALYSIS

A

A structured examination of an identified problem to understand the underlying causes.

164
Q

ROOT CAUSE

A

The cause of a problem having no deeper cause, usually one of several possible causes.

165
Q

SCOPE MODEL

A

A model that defines the boundaries of a business domain or solution.

166
Q

SCOPE

A

The boundaries of control, change, a solution, or a need.

167
Q

SECONDARY ACTOR

A

An actor external to the system under design that supports the execution of a use case.

168
Q

SEQUENCE DIAGRAM

A

A type of diagram that shows objects participating in interactions and the messages exchanged between them.

169
Q

SERVICE (BUSINESS ANALYSIS)

A

The performance of any duties or work for a stakeholder, from the perspective of the stakeholder.

170
Q

SOLUTION COMPONENT

A

A sub-part of a solution that can be people, infrastructure, hardware, software, equipment, facilities, and process assets or any combination of these sub-parts.

171
Q

SOLUTION LIFE CYCLE

A

The stages through which a solution progresses from inception to retirement.

172
Q

SOLUTION OPTION

A

One possible way to satisfy one or more needs in a context.

173
Q

SOLUTION REQUIREMENT

A

A capability or quality of a solution that meets the stakeholder requirements. Solution requirements can be divided into two sub-categories: functional requirements and non-functional requirements or quality of service requirements.

174
Q

SOLUTION SCOPE

A

The set of capabilities a solution must deliver in order to meet the business need.

175
Q

SOLUTION

A

A specific way of satisfying one or more needs in a context.

176
Q

SPONSOR

A

A stakeholder who is responsible for initiating the effort to define a business need and develop a solution that meets that need. They authorize the work to be performed and control the budget and scope for the initiative.

177
Q

STAKEHOLDER ANALYSIS

A

Identifying and analyzing the stakeholders who may be impacted by the change and assess their impact, participation, and needs throughout the business analysis activities.

178
Q

STAKEHOLDER LIST

A

A catalogue of the stakeholders affected by a change, business need, or proposed solution, and a description of their attributes and characteristics related to their involvement in the initiative.

179
Q

STAKEHOLDER PROXY (BUSINESS ANALYST)

A

The role a business analyst takes when representing the needs of a stakeholder or stakeholder group.

180
Q

STAKEHOLDER REQUIREMENT

A

A description of the needs of a particular stakeholder or class of stakeholders that must be met in order to achieve the business requirements. They may serve as a bridge between business requirements and the various categories of solution requirements.

181
Q

STAKEHOLDER

A

A group or individual with a relationship to the change, the need, or the solution.

182
Q

STATE DIAGRAM

A

An analysis model showing the life cycle of a data entity or class. stated requirement: A requirement articulated by a stakeholder that has not been analyzed, verified, or validated.

183
Q

STATEMENT OF WORK (SOW)

A

A written description of the services or tasks that are required to be performed.

184
Q

STRATEGY

A

A description of the chosen approach to apply the capabilities of an enterprise in order to reach a desired set of goals or objectives.

185
Q

STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS ANALYSIS (SWOT)

A

An analysis model used to understand influencing factors and how they may affect an initiative. Also known as SWOT analysis.

186
Q

SUPPLIER

A

A stakeholder outside the boundary of a given organization or organizational unit who provides products or services to the organization and may have contractual or moral rights and obligations that must be considered.

187
Q

SUPPLIERS, INPUTS, PROCESS, OUTPUTS, AND CUSTOMERS (SIPOC)

A

A tool used to describe relevant high-level elements of a process. May be used in conjunction with process mapping and ‘in/out of scope’ tools, to provide additional detail.

188
Q

SURVEY

A

Collecting and measuring the opinions or experiences of a group of people through a series of questions.

189
Q

SWIMLANE

A

A horizontal or vertical section of a process diagram that shows which activities are performed by a particular actor or role.

190
Q

SYSTEM

A

A set of interdependent components that interact in various ways to produce a set of desired outcomes.

191
Q

TASK (BUSINESS ANALYSIS)

A

A discrete piece of work that may be performed formally or informally as part of business analysis.

192
Q

TECHNIQUE

A

A manner, method, or style for conducting a business analysis task or for shaping its output.

193
Q

TEMPORAL EVENT

A

An event based on time that can trigger the initiation of a process, evaluation of business rules, or some other response.

194
Q

TESTER

A

An individual responsible for determining how to verify that the solution meets the requirements defined by the business analyst, and conducting the verification process.

195
Q

THROW-AWAY PROTOTYPE

A

A prototype used to quickly uncover and clarify requirements or designs using simple tools, sometimes just paper and pencil. It is intended to be discarded when the final system has been developed.

196
Q

TIME-BOX

A

An agreed-upon period of time in which an activity is conducted or a defined deliverable is intended to be produced.

197
Q

TRANSITION REQUIREMENT

A

A requirement that describes the capabilities the solution must have and the conditions the solution must meet to facilitate transition from the current state to the future state, but which are not needed once the change is complete. They are differentiated from other requirements types because they are of a temporary nature.

198
Q

USE CASE DIAGRAM

A

A type of diagram defined by UML® that captures all actors and use cases involved with a system or product.

199
Q

USE CASE

A

A description of the observable interaction between an actor (or actors) and a solution that occurs when the actor uses the system to accomplish a specific goal.

200
Q

USER ACCEPTANCE TEST (UAT)

A

Assessing whether the delivered solution meets the needs of the stakeholder group that will be using the solution. The assessment is validated against identified acceptance criteria.

201
Q

USER STORY

A

A small, concise statement of functionality or quality needed to deliver value to a specific stakeholder.

202
Q

VALIDATED REQUIREMENT

A

A requirement that has been reviewed and is determined to support the delivery of the expected benefits, and is within the solution scope.

203
Q

VALIDATION (BUSINESS ANALYSIS)

A

The process of checking that a deliverable is suitable for its intended use.

204
Q

VALUE (BUSINESS ANALYSIS)

A

The worth, importance, or usefulness of something to a stakeholder in a context.

205
Q

VALUE STREAM MAPPING

A

A complete, fact-based, time-series representation of the stream of activities required to deliver a product or service.

206
Q

VERIFICATION (BUSINESS ANALYSIS)

A

The process of determining that a deliverable or artifact meets an acceptable standard of quality.

207
Q

VERIFIED REQUIREMENT

A

A requirement that has been reviewed and is determined to be defined correctly, adheres to standards or guidelines, and is at an acceptable level of detail.

208
Q

VERTICAL PROTOTYPE

A

A prototype that is used to drill down into a proposed solution to uncover requirement and design considerations through multiple layers of a solution that are not easily understood or that are not discernible on the surface. It may include interaction between several solution components.

209
Q

VIEWPOINT

A

A set of conventions that define how requirements will be represented, how these representations will be organized, and how they will be related.

210
Q

WALKTHROUGH

A

A review in which participants step through an artifact or set of artifacts with the intention of validating the requirements or designs, and to identify requirements or design errors, inconsistencies, omissions, inaccuracies, or conflicts.

211
Q

WORK BREAKDOWN STRUCTURE (WBS)

A

A deliverable-oriented hierarchical decomposition of the work to be executed to accomplish objectives and create the required deliverables. It organizes and defines the total scope of the project.

212
Q

WORK PRODUCT (BUSINESS ANALYSIS)

A

A document or collection of notes or diagrams used by the business analyst during the requirements development process.

213
Q

WORKSHOP

A

A facilitated and focused event attended by key stakeholders for the purpose of achieving a defined goal.

214
Q

G- GOVERNANCE - THEME

A

We plan for business analysis governance in Business Analysis Planning and Monitoring, such as how we are going to prioritize and approve requirements, but we actually do the prioritizing and approving in Requirements Life Cycle Management.

215
Q

I- INITIATIVES, NOT PROJECTS - THEME

A

The only place int he main body of the BABOK that mentions a project is in the list of stakeholders at the end of each chapter when covering what project managers do - they manage projects. for the most part, the BABOK refers to initiatives or efforts, not projects.

216
Q

P- PLAN VS. MEASURE WHEN ASSESSING THE PERFORMANCE OF THE BA EFFORT - THEME

A

Since there are no plans that are output from any of the planning tasks, assessing the performance may not include looking at the planned vs. actual as documented in a particular plan, but rather as agreed to by stakeholders.

217
Q

A- APPROACHES, NOT PLANS - THEME

A

Although we plan the business analysis effort, we do not work from plans. we develop approaches, such as an approach to how we will handle all the business analysis information, rather than having an output called a business analysis information management plan.

218
Q

I - INCORPORATE KEY CONCEPTS - THEME

A

The BABOK has six main concepts known as the Business Analysis Core Concept Model , Further explained in Chapter 2. These concepts are interwoven thought each knowledge area and are likely to appear on mainly exam questions.

219
Q
  • D - DESIGN - THEME
A

The BABOK Refers to both requirements and designs thought the guide. Requirements are pieces of the need and designs are pieces of the solution. S set of requirements describes the need. A set of designs describes the solution.

220
Q

C - CHANGES VS. SOLUTIONS - THEME

A

Many times the two core concepts are used interchangeably, but the BABOK views changes as the transformation from a current to the future state. A solution is what is delivered to solve a business need.

221
Q

U - UNDERSTANDING STAKEHOLDERS - THEME

A

Defining good requirements requires us to understand our stakeholders and adjust to their needs for instance, the choice of tools or techniques may need to be modified based on the stakeholders involved. We also need to define strategies to deal with conflict and ensure collaboration.

222
Q

B - BE FLEXIBLE AND ADAPTABLE - THEME

A

A related theme is to be flexible and adaptable to the audience (such as for elicitation, presentations, reporting, etc.) Remember, there is no “correct” answer when dealing with people and no one way to do business analysis work.

223
Q

I - INFORMATION MANAGEMENT VS. COMMUNICATION - THEME

A

Managing the business analysis information is different from documenting requirements and communicating with stakeholders. it is about what to do with the information after it has been elicited from steamrollers or obtained from their sources.Planning how to organize requirements, trace requirements and their attributes, plan fro requirements reuse, store, and access the information happens as part of plan business analysis information management.

224
Q

C - CONCISER THE APPROACH - THEME

A

Conciser the approach being used (e.g., Agile/Adaptive or Waterfall/Predictive) when making decisions about things like tasks, techniques, or risk.

225
Q

PLEASE

A

Abbreviations of the Knowledge Areas in the BABOK: BAPM, RLCM, EC, RADD, SA, SE

226
Q

BSFNT

A

Business, Stakeholder, Functional, Non-functional, and Transition Requirements

227
Q

PS, LES

A

Physiological, Safety, Love & Belonging, Esteem, and Self-Actualization

228
Q

ASACMP

A

Plan BA Approach; Conduct Stakeholder Analysis; Plan BA Activities; Plan BA Communication; Plan Requirements Management Process; Manage BA Performance

229
Q

RACI

A

Responsible, Accountable, Consult with, and Inform

230
Q

CARA’S SOUPS

A

Complexity, Absolute Reference, Risks, Author, Source, Status, Ownership, Urgency, Priority, Stability.

231
Q

MATA

A

Mitigate, Accept, Transfer, Avoid

232
Q

PC/DC

A

Prepare for Elicitation, Conduct Elicitation Activity,

233
Q

DIP OF RIBS

A

Document Analysis, Interviews, Prototyping, Observation, Focus Groups, Reqs Workshops, Interface Analysis, Brainstorming, Survey/Questionnaire

234
Q

STRPC

A

Manage Solution Scope & Reqs, Manage Reqs Traceability, Maintain Reqs for Re-Use, Prepare Reqs Package, Communicate Requirements

235
Q

POI BARS

A

Purpose of the deliverable, Objectives of the review, Introductions, Background, Agreement, Review, Status

236
Q

NGASC

A

Define business Need, Determine Gap in capabilities, Determine solution Approach, Define solution Scope, Develop business Case.

237
Q

SMART

A

Specific, Measurable, Achievable, Relevant, Time-bounded

238
Q

POLDAT

A

Process, Organization, Location, Data, Applications, Technology

239
Q

BC RAMP

A

Benefit identification, Cost identification, Risk Assessment for solution, Measurement Process for Benefits & Costs

240
Q

POMA V V

A

Prioritize Reqs, Organize Reqs, Specify and Model Reqs, Define Assumptions & Constraints, Verify Reqs, Validate Requirements

241
Q

PUREE

A

Processes, User Classes/Profiles/ Roles, Rules, Entities and Relationships, Events

242
Q

CCCC MUFT

A

Cohesive Modifiable

243
Q

PERM COST

A

Performance Efficiency

244
Q

CHANGE-CORE CONCEPT

A

a controlled transformation of an organization

245
Q

NEED-CORE CONCEPT

A

a problem, opportunity or constraint with potentialvalueto astakeholder

246
Q

SOLUTION-CORE CONCEPT

A

a specific way of satisfying aneedin acontext

247
Q

VALUE-CORE CONCEPT

A

the importance of something to astakeholderin acontext

248
Q

STAKEHOLDER-CORE CONCEPT

A

a group or individual with a relationship to thechangeor thesolution

249
Q

CONTEXT-CORE CONCEPT

A

the part of the environment that encompasses thechange

BABOK CCBA/CBAP (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions