Explanation
Expert judgment is a technique that involves consulting with individuals or groups who have specialized knowledge, skills, or experience in a relevant domain or discipline. Henry can use expert judgment to determine the optimal business analysis approach, which is the set of processes, activities, tasks, deliverables, roles, responsibilities, and governance that will be used to conduct the business analysis work. By asking an expert to help him define the business analysis duties, Henry can benefit from the expert's insights, opinions, recommendations, and best practices, and apply them to his specific project context and objectives. Expert judgment can help Henry to select the most suitable and effective business analysis approach for his project, and to ensure the quality and alignment of the business analysis outputs and outcomes12 Option A is incorrect because Henry being a new business analyst is not the reason why he would ask an expert to help him define the business analysis duties. While being a new business analyst may imply that Henry has less experience or confidence in defining the business analysis duties, it does not necessarily mean that he needs to consult with an expert. Henry may have other sources of information or guidance, such as the Business Analysis Body of Knowledge (BABOK® Guide), the organizational standards and policies, or the project manager and sponsor. Moreover, even if Henry is an experienced business analyst, he may still benefit from using expert judgment, as each project may have different challenges, complexities, and uncertainties that require expert input3 Option B is incorrect because Henry should not always use expert judgment to confer on the business analysis approach, but only when it is appropriate and feasible. Expert judgment is not the only technique that Henry can use to define the business analysis approach, but one of the many techniques that are available and applicable. Henry should consider the advantages and disadvantages of using expert judgment, such as the availability, reliability, and credibility of the experts, the cost and time of consulting with them, and the potential bias or conflict of interest that may arise from their involvement. Henry should also consider the other factors that may influence the business analysis approach, such as the stakeholder needs and expectations, the project objectives and constraints, and the organizational culture and environment4 Option C is incorrect because Henry using an expert to help save time is not the reason why he would ask an expert to help him define the business analysis duties. While using an expert may help Henry to save time by providing him with quick and ready answers, it may also introduce some risks or challenges, such as the accuracy, validity, and applicability of the expert's advice, the dependency and accountability of Henry on the expert's input, and the communication and coordination issues that may occur between Henry and the expert. Henry should not use expert judgment as a shortcut or a substitute for his own analysis and judgment, but as a supplement or a support for his decision making5 References:
Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.1: Plan Business Analysis Approach, p. 31-32.
Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 5: Planning and Monitoring, Lesson 5.1: Plan Business Analysis Approach, p. 6-7.
Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 1: Introduction, Section
1.2: What is Business Analysis?, p. 5-6.
Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 10: Techniques, Section
10.14: Expert Judgment, p. 347-348.
Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 5: Planning and Monitoring, Lesson 5.2: Plan Stakeholder Engagement, p. 6-7.