The current way work is performed before the project or change, used to understand existing steps, bottlenecks, and issues.

The desired future way of working after the solution is implemented, aligned with business objectives and requirements.

An ordered list of everything that is known to be needed in the product, managed by the product owner.

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

An individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.

What is work package?

The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed.

Process Analysis, Solution Evaluation, and Validating Requirements — CAPM Mastery: Comprehensive Exam-Ready Preparation for the 2023+ CAPM Blueprint

Big Picture: From Requirements to Real-World Results

Closing the Loop

This module links earlier work (requirements, prioritization, traceability) with what happens when a solution is built and used in the real world.

Three Focus Areas

We focus on: 1) process analysis (as-is/to-be), 2) solution evaluation (options and performance), and 3) validating that delivered solutions meet stakeholder needs.

Predictive and Adaptive

You will see these ideas in both predictive projects (detailed up-front plans) and adaptive projects (agile/iterative with a changing backlog).

Exam-Relevant Skills

You need to recognize techniques, distinguish verification vs validation, and use tools like the RTM and product backlog to judge if value is delivered.

Process Analysis Basics: As-Is and To-Be

What is Process Analysis?

Process analysis looks at how work actually happens now (as-is) and how it should happen after the project (to-be).

As-Is vs To-Be

As-is is the current process; to-be is the desired future process. As-is helps you understand root causes; to-be defines the target state.

Visualizing Processes

Use process maps or flowcharts with start/end points, steps, decisions, and handoffs between roles to clarify how work flows.

University Example

As-is: email-based registration with manual checks. To-be: self-service portal with automatic prerequisite checks and instant updates.

Worked Example: Mapping As-Is and To-Be

Clinic As-Is Process

Clinic scheduling now: phone calls, paper notes, physical calendar, and end-of-day data entry into an old system.

As-Is Problems

Problems: double-booking between receptionists, lost notes, and long call queues as each appointment takes time.

Clinic To-Be Process

To-be: patients book via web/app, see only free slots, get instant confirmation; staff view all appointments in one system.

From Process to Requirements

To-be steps translate into requirements: show only free slots, send confirmations, and allow staff to manage appointments in real time.

Evaluating Solution Options: Value, Feasibility, Risk

Why Evaluate Options?

After defining the to-be process, you usually have several ways to realize it. Solution evaluation compares these before building.

Key Criteria

Typical criteria: value (benefits), feasibility (can we do it?), and risk (what could go wrong), plus cost and time when relevant.

Simple Evaluation Steps

List options, define criteria with stakeholders, then score each option and discuss trade-offs instead of jumping straight to a favorite.

Exam Angle

Look for answers that define criteria first and balance value, feasibility, and risk, not ones that rush into building or buying.

Measuring Solution Performance: KPIs and Metrics

What Are KPIs?

Solution performance measures track how a solution performs; KPIs are the critical few that show if business objectives are met.

Good KPI Qualities

Good KPIs are aligned with goals, specific and measurable, and time-bound, not vague ideas like “better performance.”

Clinic KPI Examples

Examples: average call wait time, percent of online bookings, and number of double-bookings per month, each with a target.

Exam Focus

Do not assume on-time/on-budget equals success. Look for KPIs tied to stakeholder value and benefits realization.

Verification vs Validation of Requirements

Two Different Questions

Verification asks “Did we build it right?” Validation asks “Did we build the right thing?” They are related but not the same.

Verification Focus

Verification compares the solution to documented requirements: tests, inspections, and checks against specs and designs.

Validation Focus

Validation checks whether the solution actually meets stakeholder needs and business objectives in real use.

Life Cycle Angle

Predictive: verification via testing; validation via UAT. Adaptive: verification via definition of done; validation via reviews and feedback.

Using RTM and Product Backlog to Support Validation

RTM and Backlog Recap

RTM links requirements to deliverables and tests. The product backlog is the ordered list of needed product items, managed by the product owner.

RTM for Validation (Predictive)

RTM shows every requirement is implemented, tested, and tied back to its origin and business need, aiding acceptance and audits.

Backlog for Validation (Adaptive)

In agile, the backlog orders work by value and includes acceptance criteria, enabling regular stakeholder reviews each iteration.

Exam Signals

RTM answers questions about full coverage of requirements; backlog answers questions about ongoing validation of evolving needs.

Acceptance Criteria and Deciding When Work Is “Done”

What Are Acceptance Criteria?

Acceptance criteria are a set of conditions that must be met before deliverables are accepted. They define what “done” means.

Predictive vs Adaptive Use

Predictive: criteria in specs and contracts, used in UAT. Adaptive: criteria per backlog item plus a team-wide definition of done.

Clinic Story Example

Story: patients book online. Criteria: see free slots, get quick confirmation, and prevent slots from being double-booked.

Preventing Disputes

Clear acceptance criteria, linked via RTM or backlog, help avoid arguments about completeness and support objective acceptance.

Thought Exercise: Walk a Requirement Through the Life Cycle

Use this short exercise to connect process analysis, solution evaluation, and validation.

Scenario

A city library wants to reduce the time it takes to issue a new library card from 3 days to 15 minutes. One key requirement is: "The system must verify a patron's address in real time using an external address database."

Your task (think through step by step):

As-is process

In your own words, imagine how the current process might work (paper forms, manual checks, etc.). Where are the delays?

To-be process

Sketch a simple to-be process in your mind where address verification is automatic. What are the main steps?

Solution options

List at least two options:
Option A: Build a custom integration with a national address API.
Option B: Use a vendor service that provides a plug-in for the library system.
Which seems higher value? Which has more risk?

KPIs

Suggest 2–3 KPIs that would show whether the new process is successful (e.g., average time to issue a card).

Verification vs validation

One test checks that the system calls the API and stores the returned address. Is that verification or validation?
A pilot where librarians and patrons confirm they can get cards in under 15 minutes during busy hours – is that verification or validation?

Acceptance criteria

Write one acceptance criterion in "Given/When/Then" format for the address verification feature.

You do not need to write full answers here, but mentally walk through each step. This mirrors how multi-part exam questions may expect you to connect several concepts.

Quick Check 1: Verification, Validation, and RTM

Test some core distinctions that often appear on the CAPM exam.

A project team has completed development of a new online form. A business analyst uses the requirements traceability matrix to confirm that each field in the form can be traced back to an approved requirement, and that each requirement has at least one associated test case. What is the BEST description of what the analyst is doing?

Performing validation by confirming the form meets stakeholder needs
Performing verification by checking conformance to documented requirements
Performing solution evaluation by measuring KPI performance in production
Performing backlog refinement by reprioritizing remaining requirements

Show Answer

Answer: B) Performing verification by checking conformance to documented requirements

The analyst is using the requirements traceability matrix to ensure each requirement is implemented and tested. This is about **conformance to documented requirements**, which is verification. Validation would focus on whether the form actually meets stakeholder needs and delivers value. KPI measurement and backlog refinement are not described here.

Quick Check 2: Process and Acceptance Criteria

Apply what you learned about process analysis and acceptance criteria.

During an adaptive project, the team delivers an increment that automates part of the as-is manual approval process. The product owner refuses to mark the user story as done because one of the agreed acceptance criteria is not yet satisfied. However, the team argues that the missing behavior was not very important. From a CAPM perspective, what is the BEST interpretation?

The increment should be considered done because most of the behavior works
The increment fails verification because not all acceptance criteria are met
The increment passes validation because stakeholders feel it has value
The increment should be accepted if it is on time and under budget