Page 1 of 31

BABOK 3.0
REVISION GUIDE
CCBA/CBAP
Amit Lingarchani / Abhishek Srivastava

USD 59

@Techcanvass 2018 All rights reserved. This book is under the Intellectual property
Rights of Techcanvass. Copying, editing or using any part of the book is not
permitted.

Page 2 of 31
 2018

Page 3 of 31
 Table of Contents

Business Analysis Key Concepts .................. Error! Bookmark not defined.

Business Analysis Core concepts model (BACCM)Error! Bookmark not defined.
Key Terms ............................................................ Error! Bookmark not defined.
Requirements Classification .............................. Error! Bookmark not defined.
KA1: Business Analysis Planning and Monitoring ........................................ 9
1.1 Business Analysis Planning and Monitoring Tasks ........................... 10
1.1.1 Task 1: Plan Business Analysis ApproachError! Bookmark not defined.
1.1.2 Task 2: Plan Stakeholder EngagementError! Bookmark not defined.
1.1.3 Task 3: Plan Business Analysis GovernanceError! Bookmark not defined.
1.1.4 Task 4: Plan Business Analysis Information ManagementError! Bookmark not
defined.
1.1.5 Task 5: Identify Business Analysis Performance ImprovementsError! Bookmark
not defined.
1.2 Glossary ......................................................... Error! Bookmark not defined.
KA2: Elicitation and Collaboration ......................... Error! Bookmark not defined.
2.1 Elicitation and Collaboration Tasks............ Error! Bookmark not defined.
2.1.1 Task 1: Prepare for Elicitation .............. Error! Bookmark not defined.
2.1.2 Task 2: Conduct Elicitation ................... Error! Bookmark not defined.
2.1.3 Task 3: Confirm Elicitation Results ...... Error! Bookmark not defined.
2.1.4 Task 4: Communicate Business Analysis InformationError! Bookmark not
defined.
2.1.5 Task 5: Manage Stakeholder CollaborationError! Bookmark not defined.
2.2 Glossary ......................................................... Error! Bookmark not defined.
3. KA3: Requirements Life Cycle Management .. Error! Bookmark not defined.
3.1 Requirements Life Cycle Management TasksError! Bookmark not defined.
3.1.1 Task 1: Trace Requirements ................ Error! Bookmark not defined.

Page 4 of 31
 3.1.2 Task 2: Maintain Requirements ........... Error! Bookmark not defined.
3.1.3 Task 3: Prioritize Requirements ........... Error! Bookmark not defined.
3.1.4 Task 4: Assess Requirements ChangesError! Bookmark not defined.
3.1.5 Task 5: Approve Requirements............ Error! Bookmark not defined.
3.2 Glossary ......................................................... Error! Bookmark not defined.
4. KA4: Strategy Analysis ....................................... Error! Bookmark not defined.
4.1 Strategy Analysis Tasks .............................. Error! Bookmark not defined.
4.1.1 Task 1: Analyze Current State ............. Error! Bookmark not defined.
4.1.2 Task 2: Define Future State .................. Error! Bookmark not defined.
4.1.3 Task 3: Assess Risks............................. Error! Bookmark not defined.
4.1.4 Task 4: Define Change Strategy .......... Error! Bookmark not defined.
4.2 Glossary ......................................................... Error! Bookmark not defined.
5. KA5: Requirements Analysis and Design DefinitionError! Bookmark not defined.
5.1 Requirements Analysis and Design Definition TasksError! Bookmark not defined.
5.1.1 Task 1: Specify and Model RequirementsError! Bookmark not defined.
5.1.2 Task 2: Verify Requirements ................ Error! Bookmark not defined.
5.1.3 Task 3: Validate Requirements ............ Error! Bookmark not defined.
5.1.4 Task 4: Define Requirements ArchitectureError! Bookmark not defined.
5.1.5 Task 5: Define Design Options ............ Error! Bookmark not defined.
5.1.6 Task 6: Analyze Potential Value and Recommend SolutionError! Bookmark not
defined.
5.2 Glossary ......................................................... Error! Bookmark not defined.
Solution Evaluation .................................................. Error! Bookmark not defined.
KA6: Solution Evaluation......................................... Error! Bookmark not defined.
6.1 Solution Evaluation Tasks ........................... Error! Bookmark not defined.
6.1.1 Task 1: Measure Solution PerformanceError! Bookmark not defined.
6.1.2 Task 2: Analyze Performance MeasuresError! Bookmark not defined.
6.1.3 Task 3: Assess Solution Limitations .... Error! Bookmark not defined.
6.1.4 Task 4: Assess Enterprise Limitations Error! Bookmark not defined.

Page 5 of 31
 6.1.5 Task 5: Recommend Actions to Increase Solution ValueError! Bookmark not
defined.
6.2 Glossary ......................................................... Error! Bookmark not defined.
7. Techniques ........................................................... Error! Bookmark not defined.
7.1 Acceptance and Evaluation Criteria........... Error! Bookmark not defined.
7.2 Backlog Management .................................. Error! Bookmark not defined.
7.3 Balanced Scorecard ..................................... Error! Bookmark not defined.
7.4 Benchmarking and Market Analysis .......... Error! Bookmark not defined.
7.5 Brainstorming ................................................ Error! Bookmark not defined.
7.6 Business Capability Analysis ...................... Error! Bookmark not defined.
7.7 Business Cases ............................................ Error! Bookmark not defined.
7.8 Business Model Canvas .............................. Error! Bookmark not defined.
7.9 Business Rules Analysis ............................. Error! Bookmark not defined.
7.10 Collaborative Games ................................. Error! Bookmark not defined.
7.11 Concept Modelling...................................... Error! Bookmark not defined.
7.12 Data Dictionary ........................................... Error! Bookmark not defined.
7.13 Data Flow Diagrams .................................. Error! Bookmark not defined.
7.14 Data Mining ................................................. Error! Bookmark not defined.
7.15 Data Modelling ............................................ Error! Bookmark not defined.
7.16 Decision Analysis ....................................... Error! Bookmark not defined.
7.17 Decision Modelling ..................................... Error! Bookmark not defined.
7.18 Document Analysis .................................... Error! Bookmark not defined.
7.19 Estimation .................................................... Error! Bookmark not defined.
7.20 Financial Analysis ....................................... Error! Bookmark not defined.
7.21 Focus Groups.............................................. Error! Bookmark not defined.
7.22 Functional Decomposition ......................... Error! Bookmark not defined.
7.23 Glossary ....................................................... Error! Bookmark not defined.
7.24 Interface Analysis ....................................... Error! Bookmark not defined.
7.25 Interviews ..................................................... Error! Bookmark not defined.
7.26 Item Tracking .............................................. Error! Bookmark not defined.

Page 6 of 31
7.27 Lessons Learned ........................................ Error! Bookmark not defined.
7.28 Metrics and Key Performance Indicators (KPIs)Error! Bookmark not defined.
7.29 Mind Mapping.............................................. Error! Bookmark not defined.
7.30 Non-Functional Requirements Analysis .. Error! Bookmark not defined.
7.31 Observation ................................................. Error! Bookmark not defined.
7.32 Organizational Modelling ........................... Error! Bookmark not defined.
7.33 Prioritization ................................................. Error! Bookmark not defined.
7.34 Process Analysis ........................................ Error! Bookmark not defined.
7.35 Process Modelling ...................................... Error! Bookmark not defined.
7.36 Prototyping .................................................. Error! Bookmark not defined.
7.37 Reviews........................................................ Error! Bookmark not defined.
7.38 Risk Analysis and Management ............... Error! Bookmark not defined.
7.39 Roles and Permissions Matrix .................. Error! Bookmark not defined.
7.40 Root Cause Analysis.................................. Error! Bookmark not defined.
7.41 Scope Modelling ......................................... Error! Bookmark not defined.
7.42 Sequence Diagrams .................................. Error! Bookmark not defined.
7.43 Stakeholder List, Map or Personas ......... Error! Bookmark not defined.
7.44 State Modelling ........................................... Error! Bookmark not defined.
7.45 Survey or Questionnaire............................ Error! Bookmark not defined.
7.46 SWOT Analysis ........................................... Error! Bookmark not defined.
7.47 Use Cases and Scenarios ........................ Error! Bookmark not defined.
7.48 User Stories................................................. Error! Bookmark not defined.
7.49 Vendor Assessment ................................... Error! Bookmark not defined.
7.50 Workshops................................................... Error! Bookmark not defined.

Page 7 of 31
 PREFACE

This book is authored with the intention of creating a concise revision guide for
I I B A B u s i n e s s A n a l ys i s b o d y o f k n o w l e d g e ( B A B O K ) g u i d e v 3 . 0 .

W e h a v e n o t wr i t t e n t h i s g u i d e a s a n a l t e r n a t i v e t o B A B O K v 3 . 0 . I n s t e a d i t i s
wr i t t e n a s a c o n c i s e a n d s u m m a r i z e d v e r s i o n o f B A B O K t o h e l p yo u i n q u i c k
revision of BABOK. W hat’s more, we have added revision exercises at the end
of ever y knowledge area too.

The guide is meant for professionals who are planning to undertake ECBA,
CCBA or CBAP certification examination.

T h i s r e v i s i o n g u i d e c a p t u r e s t h e k e y c o n c e p t s , d e f i n i t i o n s , b u s i n e s s a n a l ys i s
practices as mentioned in the BABOK guide. To really understand the thought
p r o c e s s b e h i n d t h i s r e v i s i o n g u i d e , c o n s i d e r yo u r u n i v e r s i t y e x a m a n d t h e n o t e s
yo u u s e d t o c r e a t e f o r e v e r y e x a m . T h i s i s e s s e n t i a l l y a g u i d e c o m p r i s i n g o f
important notes.

F o r b e s t r e s u l t s , t h i s r e v i s i o n g u i d e m u s t b e p i c k e d u p a f t e r yo u h a v e g o n e
through the BABOK guide once.

I f yo u a r e p l a n n i n g f o r E C B A c e r t i f i c a t i o n , p l e a s e r e a d i t k e e p i n g i n m i n d t h e
knowledge areas weightages applicable for ECBA.

Page 8 of 31
Business Analysis Planning and Monitoring

Page 9 of 31
KA1: Business Analysis Planning and Monitoring

This knowledge area describes the activities associated with planning the business analysis
activities as well as measuring and finding ways to improve the performance of business analysis
activities.

Tasks of BAPM

• Task 1: Plan Business Analysis Approach

• Task 2 : Plan Stakeholder Engagement
• Task 3 : Plan Business Analysis Governance
• Task 4 : Plan Business Analysis Information Management
• Task 5: Identify Business Analysis Performance Improvements

Integrated View

Page 10 of 31
Task 1: Plan Business Analysis Approach

This task describes the following:

• Method or process to conduct the business analysis activities

• The schedule of activities
• What will be the output of the business analysis activities

Method or process to conduct the business analysis activities:

• Can be a standardized organizational process (with or without tailoring)

• Or can be decided with stakeholders
• Is selected based on what worked the best for the given context and scenario
• The technique can be changed as the project progresses
• Can also include tasks to mitigate associated risks

Integrated View

Page 11 of 31
Elements of BAPM

Planning Approach • It could be predictive or Adaptive or hybrid

• Predictive focuses on reducing uncertainty to start with
and to have maximum control on the BA activities
• Adaptive focuses on delivering business value at the
expense of having more uncertainty in the project

Formality and Level of • Predictive approach requires formal documentation

Detail • Adaptive approach focuses on collaboration and
feedbacks on a regular basis
Business Analysis • Organizational methodologies have an influence on
Activities the business analysis activities
• Tasks needed to be conducted to achieve the
Deliverables – if required, work break down structure
can be used
Timing of business The sequence of business analysis activities can be
analysis work determined by considering:
• The availability of resources
• Priority of tasks
• Constraints and assumptions
Complexity and Risks • The business analysis approach will be based on
complexity and size of the change
• It will also be affected by the associated risks
Acceptance • Reviewing and acceptance of the business analysis
approach by stakeholders

Page 12 of 31
Inputs, Outputs, Guidelines, stakeholders and Techniques of BAPM

Inputs ➢ Needs – Business analysis approach is shaped by the problem or

opportunity faced by the organization. This is required at the time of
the planning which evolves throughout the business analysis
approach.
Guidelines & ➢ Business Analysis Performance Assessment – Assessment
Tools provides data to learn and improve the current business analysis
approach
➢ Business Policies – Policies define the limits within which decisions
can be made. Policies can influence the planning of BA approach.
➢ Expert Judgement – Inputs from experienced Business analysts and
other experienced stakeholders is useful while shaping the business
analysis approach.
➢ Methodologies and Framework – The BA approach results into
Methods, techniques, procedures, working concepts and rules. The
change initiatives can use them as it is or get them tailored
➢ Stakeholder Engagement Approach – The business analysis
approach may be affected by the stakeholders concerns and impacts
Techniques ➢ Brainstorming – Identify possible business analysis activities,
techniques, risks and other relevant items to build approach
➢ Business Cases – Used to understand time-sensitivity of the problem
or opportunity or to find out particular uncertainty around elements of
possible need or solution
➢ Document Analysis – Review existing organizational assets that
might assist in planning the approach
➢ Estimation – Determine the time component to perform business
analysis activities
➢ Financial Analysis – Used to assess how different approaches affect
the value delivered
➢ Functional Decomposition – Used to break down complex business
analysis processes into more feasible components
➢ Interviews – Used to help build the plan with an individual
➢ Item Tracking – Used to track any issues raised during planning
activities with stakeholders
➢ Lessons Learned – Used to identify an enterprise’s previous
experience with planning business analysis approach
➢ Process Modelling – Used to define and document business analysis
approach

Page 13 of 31
 ➢ Reviews – Used to validate selected approach with stakeholders
➢ Risk Analysis and Management – Used to assess risks in order to
select proper business analysis approach
➢ Scope Modelling – Used to determine boundaries of solution as an
input to planning and to estimating
➢ Survey or Questionnaire – Used to identify possible business
analysis activities, techniques, risks and other relevant items to build
the approach
➢ Workshops – Used to help build the plan in a team structure
Stakeholders ➢ Domain Subject Matter Expert
➢ Project Manager – Determines that the approach is realistic for the
overall schedule and timelines.
➢ Regulator
➢ Sponsor – Provides needs and objectives for the approach and
makes sure that organizational objectives are followed.
Output ➢ Business Analysis Approach – Identifies the approach and activities
that will be performed including
o who will perform the activities
o timing and sequencing of the work
o deliverables that will be produced
o business analysis techniques that may be utilized

Page 14 of 31
Task 2: Plan Stakeholder Engagement

This task describes the following:

• Approach to having an effective collaboration with the stakeholders to achieve the

business objective, as planned
• How to conduct stakeholder analysis
• Develop a stakeholder collaboration/management plan

Imp: It’s not a one-time activity but rather an ongoing activity as the project goes on.

Integrated View

Page 15 of 31
Elements

Perform stakeholder • Identify stakeholders

analysis o Start with organizational charts
o Use business processes and roles
o Inputs from sponsor
o Identify external stakeholders
• Identify roles, Attitudes and level of power or influence
to understand each stakeholder as far as project is
concerned

Define Stakeholder • Define collaboration approach for stakeholders to

collaboration ensure their interest and involvement throughout the
project
• The output could be documented in a stakeholder
collaboration plan
Stakeholder • A stakeholder communication plan can be prepared to
communication needs define the approach to address the question – how
best to communicate with a stakeholder. Individual
stakeholders will have different needs

Page 16 of 31
Task 3: Plan Business Analysis Governance

Governance process defines how decisions and approvals take place in a particular change
initiative.

This tasks describes the following:

• How a change request will be initiated and communicated (Responsible person and the
process)
• How the change will be analyzed and impact analysis will be conducted (Impact Analysis)
• Who will approve the changes
• The process of recording the changes (Change request log for example)

Page 17 of 31
Integrated View

Elements

Decision Making • Identify stakeholders

o Who can participate in decision-making
o Who are final decision makers in case of
disputes/conflict
• Define escalation paths

Change Control Process • Create/Define a change control process comprising of

following steps:
o Initiating Change Request
o How to describe and analyze change
(Benefits, risks, cost & time estimates, Priority
etc)
o Prioritization of change
o Change documentation and communication
method

Page 18 of 31
 o Person to conduct impact analysis and
approve
o Person to authorize changes

Plan Prioritization • Prioritization of requirements as well as design

approach • The process of prioritization will involve the
stakeholders responsible, techniques, criteria and
formality of the process
• Criteria for prioritization could be risk, cost, value etc
• Techniques of prioritization could be MoSCoW,
Ranking, Kano Analysis etc.
Plan for Approvals • Who will approve the requirements and design
• The timing and frequency of approval based on size
and complexity of project
• The rigor of approval will depend on the sensitivity of
requirements (like financial project – more rigorous
and time taking for approval)

Page 19 of 31
Task 4: Plan Business Analysis Information Management

This task deals with the management (storage and access) of business analysis information.
Business analysis information includes elicitation results, requirements, designs, solution options,
solution scope, and change strategy.

Business analysis information:

• Comprises of all the information captured by a business analyst during elicitation,

modelling, compilation and in any of the business analysis activities
• Examples include functioning prototypes, Requirements specifications document, User
stories, use cases etc.
• Planning of business analysis information includes detailing and formality of the
information, the access to information, requirement architecture, identifying re-usability
across the enterprise.

Page 20 of 31
Elements

Organization of Business • Focuses on efficient access and use of the business

Analysis Information analysis information
• How to structure and organization business analysis
information
o Avoiding duplication and overlapping with
other such documents
o For easy definition of access rights

Level of abstraction • How conceptual or detailed is the representation of

business analysis information
• The level is dependent on needs of the stakeholder
complexity and importance of change
For Example - Requirements for an important change
will be described in greater details to avoid ambiguity
and loss
Plan Traceability Approach • How the business analyst information will be
represented so that forward and backward traceability
can be achieved
Plan for requirements re- • Re-use of requirements helps organization save time,
use effort and cost (both from development as well as
maintenance perspectives)
• Defines the way re-usable requirements will be
defined and stored
Storage and Access • It can be achieved using a tool or without it
• In both the cases, it should facilitate the decision on
access rights to different stakeholders
• The method must also support version and track
changes maintenance
Requirement Attributes • Meta data for the requirements
• The attributes can vary across change initiatives

Page 21 of 31
Task 5: Identify Business Analysis Performance Improvements

This is an iterative task and happens throughput the software development lifecycle. Business
analysis activities and processes are evaluated to identify improvement areas and incorporate
them.

Organizational metrics can be used for measuring the performance of the business analysis
activities.

Examples of metrics for measuring Business Analysis performance

Page 22 of 31
Integrated View

Elements
Performance Analysis • The performance objectives varies from an
organization to another
• The performance can be measured formally or
informally

Assessment Measures • Performance can be measured using qualitative or

quantitative parameters
• Performance measures could be – accuracy and
completeness, Knowledge, Effectiveness,
Organizational support, Significance, Strategic,
Timelines
• Example – Scheduled delivery dates, Number of
changes to requirements, percentage of requirements
changed etc.

Page 23 of 31
Analyze Results • The actual values are compared with the agreed
performance metrics
Recommend Actions for • The actions could be – preventive, Corrective or
improvement Improvement
• The actions are decided in collaboration with the
stakeholders

Page 24 of 31
Exercises and Drills (Not all questions listed here)

Question 1: Match the phrase in the left column to the explanations given in the right column

Match the following:

1. Plan business analysis approach A. How information is captured, stored and

integrated with other information for long-term
use
2. Plan stakeholder engagement B. Helps ensure that decisions are made properly
and consistently
3. Plan business analysis governance C. Involves selection of a methodology and
planning individual activities, tasks and
deliverables
4. Plan business analysis information D. Managing and monitoring how business analysis
management work is performed to ensure continuous learning
and realization of improvements opportunities
5. Identify business analysis E. Describes understand stakeholders which are
performance improvements relevant to the change and best way to collaborate

Question 2: Complete this crossword puzzle

Across Down
1. Deliverables are broken down into 2. Approach that focuses on rapid delivery of
activities and each activity is broken into business value in short iterations
________.
3. Approach that calls for formal
documentation and representations
4. Input to the task ‘Plan Business Analysis
Approach’

1 2

Page 25 of 31
Question 3: Match the phrase in the left column to the explanations given in the right column

1. Project complexity A. determines if the level of business analysis

effort will vary over time
2. Communication with stakeholders B. includes uniqueness of requirements, number of
stakeholders, amount of risk
3. Timing of Business Analysis work C. can be formal, verbal or informal

Question 4: Complete the crossword puzzle

Across Down
1. The value added by a change 2. Analysis of impacts of the proposed change
3. Level of importance of change relative to
the other factors
4.Agreement between all stakeholders
regarding accuracy, adequacy, sufficiency of
content

1 2

Page 26 of 31
Question 5: Match the phrase in the left column to the explanations given in the right column

There are a number of considerations when determining BA activities. Match the following:

1. Work packages A. helps the BA map activities and deliverables to

different phases and iterations within the scope of the
project
2. Work breakdown structure B. helps a BA to manage activities
(WBS)
3. Creation of Activity list C. confirm that all deliverables are assigned

Question 6: Match the following

1. Perform stakeholder analysis A. Types of stakeholder maps

2. Stakeholder matrix B. Involves identifying stakeholders and their
characteristics
3. Onion diagrams and Stakeholder C. Maps the level of stakeholder influence against
matrix the level of stakeholder interest
4. RACI matrix D. Illustrates the roles and responsibilities of
resources

Page 27 of 31
Answers to Exercises

Answer 1: 1 – C, 2 – E, 3 – B, 4 – A, 5 – D

Answer 2:

1. Tasks
2. Adaptive
3. Predictive
4. Needs

Answer 3: 1 – B, 2 – C, 3 – A

Answer 4:

1. Benefits
2. Impact Analysis
3. Priority
4. Approval

Answer 5: 1 – C, 2 – A, 3 – B

Answer 6: 1 – B, 2 – C, 3 – A, 4 - D

Page 28 of 31
Sample Questions (Not all questions listed here)

This section provides questions based on CBAP and CCBA certification exam pattern.

Q1. BA Alex is working on designing a change management process for his organization. He is
identifying and analysing the stakeholders which will be involved in the process. He has prepared
the RACI matrix based on his experience. Which of the following statements does not hold true in
this scenario?

A. Data modeller is a resource who provides information for the project. They believe in two
way communication for getting the complete information.
B. Business analysis is responsible for getting the work done or decision made. They does
the work themselves to complete any task
C. Executive sponsor is accountable for the correct and thorough completion of the task.
They also approve the work
D. Tester should be informed about the project as they are affected by the output of the
task. They need to be updated about the project through two way communication

Answer – D

Option A, B, C: Incorrect. This statements are true with respect to RACI matrix. Refer 10.43.3.3 of
BABOK

Option D: Correct. This statement is not true with respect to RACI matrix. Refer 10.43.3.3 of
BABOK

Page 29 of 31
Q2. Anthony is a Business Analyst and working in a flagship project with wide spread impact
across multiple cross-functional line of businesses. So far Anthony has gathered around 400
requirements but he is apprehensive of the fact that he is not able to manage the requirements.
Anthony plans to develop a "Requirement Traceability Matrix". What benefit or overhead
Anthony is expecting here after this?

A. Traceability Matrix will add much overhead and will not add any value here in this context.
B. A detailed "Requirement Traceability Matrix" will trace each requirement with parent
Business Rules, with related requirements, with forward path like link with design, code,
test cases and thus will help to have a full picture from need to solution end to end and
will help to have a better control over these 400 requirements and end solution.
C. As this is a large project with lots of requirement, the development and maintenance of
"Requirement Traceability" will consume a large amount of effort and will be another
overhead. At the end this will not prove to be a meaningful artefact in this context.
D. As this is a large project with lots of requirements and impacted line of businesses in the
Enterprise, so the Project Management Team will definitely think of deploying solution in
phased manner rather than a big-bang approach to develop and roll out the solution all at
a time. In the phased delivery, a less number of requirements will be handled at a time
and will have better control over requirement even without developing a “Requirement
Traceability Matrix”.

Correct Answer: B –

Choice 1: Incorrect. Plan traceability approach helps in controlling the requirement. Refer 3.4.4.3
of BABOK

Choice 2: Correct. Plan traceability approach helps in controlling the requirement. Refer 3.4.4.3 of
BABOK

Choice 3: Incorrect. Plan traceability approach helps in controlling the requirement. Refer 3.4.4.3
of BABOK

Choice 4: Incorrect. Plan traceability approach helps in controlling the requirement. Refer 3.4.4.3
of BABOK

Q3. BA Elle is working on an existing solution and there are multiple change requests expected.
So, the project manager asks her to define the change request process first before working on
the implementation of the change requests. Elle is identifying various components required to
define change request process. Which of the following is not a valid component for this change
management process?

Page 30 of 31
 A. The expected cost of change in affected area
B. An analysis of risk to the initiative, solution or business objective
C. Status of the change during the initiation and implementation of change
D. The priority of change with respect to other competing interests within the current
initiative

Correct answer: C

Choice 1: Incorrect. Expected cost is the component need to be consider while working on
change request.

Choice 2: Incorrect. Risk analysis of the change is the component need to be consider while
working on change request.

Choice 3: Correct. Status of change is not a component for any change request

Choice 4: Incorrect. Priority of change is the component need to be consider while working on
change request.

Page 31 of 31