CCBA Exam Dumps - IIBA Certification of Capability in Business Analysis Questions and Answers

 According to the BABOK® Guide, a textual requirement is a requirement that is expressed in natural language, such as English, French, or Arabic. A textual requirement should describe the capabilities of the solution, any conditions that must exist for the requirement to operate, and any constraints that may prevent the solution from fulfilling the requirement. A constraint is a restriction or limitation that affects the solution, such as a technical, legal, regulatory, or business rule. Therefore, option A is the correct answer. The other options are not components of the textual requirement, but rather guidelines or techniques for writing effective textual requirements. References: BABOK® Guide, page 115; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

According to the BABOK® Guide, from the top down is one of the methods to generate the business need in an organization. This method is described as the need to achieve a strategic goal that is defined by senior management or the governing body of the organization. The business need is derived from the vision, mission, values, and objectives of the organization. This method helps to align the solution with the organizational strategy and direction. References: BABOK® Guide, page 28; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

A stakeholder matrix is a diagram that helps to identify and analyze the stakeholders involved in a project or initiative. It can show the level of interest, influence, power, and attitude of each stakeholder group towards the proposed solution. It can also help to prioritize the communication and engagement strategies for different stakeholder groups12. A stakeholder matrix can help Audrey to visualize the people that are for and against the solution, as well as their relative importance and impact on the project. References:

• 1: BABOK® Guide, Version 3.0, p. 51
• 2: Stakeholder Analysis | IIBA® BABOK Extended

The project scope statement is not an input to the qualitative risk analysis process, but an output of the project scope management process. The project scope statement defines and documents the project objectives, deliverables, requirements, assumptions, constraints, and boundaries. It helps to establish the baseline for the project scope, schedule, and cost. The project scope statement is not directly related to the qualitative risk analysis process, which focuses on prioritizing the identified risks based on their probability and impact12

The inputs to the qualitative risk analysis process are the following:

• Risk management plan: This is a document that describes how the risk management activities will be planned, executed, and controlled throughout the project life cycle. It includes information such as the risk management methodology, roles and responsibilities, budget, schedule, risk categories, risk appetite, risk thresholds, risk scoring and ranking methods, risk reporting and communication formats, and risk audit and review processes. The risk management plan provides the guidance and direction for the qualitative risk analysis process34
• Stakeholder register: This is a document that identifies and records the information about the project stakeholders, such as their names, roles, interests, influence, expectations, communication preferences, and engagement levels. The stakeholder register helps to determine the relevant and appropriate stakeholders to involve in the qualitative risk analysis process, and to tailor the risk analysis and communication methods to suit their needs and preferences5
• Risk register: This is a document that records the information about the project risks, such as their identification, description, causes, sources, categories, owners, responses, status, and updates. The risk register is the main input and output of the risk management processes, as it captures the results of the risk identification, analysis, response, and monitoring activities. The risk register provides the list of risks to be prioritized in the qualitative risk analysis process.

References:

• A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 5: Project Scope Management, Section 5.3: Define Scope, p. 154-155.
• Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.4: Define Solution Scope, p. 6-7.
• A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 11: Project Risk Management, Section 11.1: Plan Risk Management, p. 397-398.
• Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 8: Solution Evaluation, Lesson 8.2: Assess Enterprise Limitations, p. 6-7.
• A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, Section 13.1: Identify Stakeholders, p. 513-514.
• [Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 6: Elicitation and Collaboration, Lesson 6.2: Prepare for Elicitation, p. 6-7.
• [A Guide to the Project Management Body of Knowledge (PMBOK® Guide)], Sixth Edition, Chapter 11: Project Risk Management, Section 11.2: Identify Risks, p. 414-415.
• [Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 8: Solution Evaluation, Lesson 8.3: Recommend Actions to Increase Solution Value, p. 6-7.

• A. The business analysis approach will be shaped by the problem or opportunity faced by the organization: This is a correct input for the business analysis approach, as it defines why the project is initiated and what are the desired outcomes and benefits for the organization and the stakeholders.
• B. The business analysis approach will be shaped by the penalty of not seizing the opportunity: This is an incorrect input for the business analysis approach, as it is a consequence of not implementing the solution, not a factor that influences the planning and execution of the business analysis activities.
• C. The business analysis approach will be shaped by the time allowed for business analysis planning: This is an incorrect input for the business analysis approach, as it is a constraint on the business analysis process, not an input. Constraints are restrictions or limitations that affect the feasibility, desirability, or viability of the solution.
• D. The business analysis approach will be shaped by the risks faced by the organization: This is a correct input for the business analysis approach, as it identifies how the uncertainties and potential threats may affect the project’s objectives, scope, schedule, cost, or quality.

• A. Organizational process assets: This is a correct input of planning the business analysis approach, as it provides the plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization. Organizational process assets help to guide and standardize the business analysis activities and deliverables.
• B. Penalty of not seizing the opportunity: This is an incorrect input of planning the business analysis approach, as it is not a factor that affects the selection of the business analysis approach, but a benefit that is expected from the solution. The penalty of not seizing the opportunity is the potential loss or disadvantage that the organization may face if it does not implement the solution that addresses the business problem or opportunity.
• C. Expert Judgement: This is a correct input of planning the business analysis approach, as it provides the knowledge and experience of the experts who have relevant skills or expertise in the business analysis domain or the project domain. Expert judgement helps to advise and support the business analyst in choosing the most appropriate and effective business analysis approach for the project.
• D. Business need: This is a correct input of planning the business analysis approach, as it defines the problem or opportunity that the project or the solution aims to resolve or exploit. The business need helps to determine the scope, objectives, and requirements of the solution and the project.

According to the CCBA® Handbook, traceability is “the ability to track the relationships between requirements and other related items, such as stakeholders, solution components, test cases, defects, and changes” (p. 22). Traceability can help the business analyst assess the total impact of a requirement change, as it shows how the requirement is linked to other items in the development cycle, and how the change may affect them. Traceability can also help the business analyst identify the items that need to be updated, reviewed, or tested as a result of the requirement change. The other options are not correct because:

• A. Implementation SME is not a tool, but a stakeholder who has specialized knowledge of the technologies, tools, or techniques that will be used to implement the solution (p. 15). Implementation SMEs can provide input and guidance on the feasibility and suitability of the requirement change, but they cannot help the business analyst assess the total impact of the change on other items.
• C. Coverage matrix is not a tool, but a technique that is used to measure the extent to which the requirements cover the business need and the solution covers the requirements (p. 23). Coverage matrix can help the business analyst ensure the completeness and alignment of the requirements and the solution, but it cannot help the business analyst assess the total impact of a requirement change on other items.
• D. Integrated change control is not a tool, but a process that is used to review, approve, and implement changes to the project scope, schedule, cost, or quality (p. 13). Integrated change control can help the business analyst manage the changes and ensure they are aligned with the project objectives, but it cannot help the business analyst assess the total impact of a requirement change on other items. References:
• CCBA® Handbook, p. 13, 15, 22-23
• Analyzing the Impact of Requirement Changes, section “Before you make changes to a requirement, you may want to know how the changes impact related items.”

Linked is not a valid relationship type among requirements. Requirements can have different types of relationships, such as derivation, satisfaction, verification, refinement, traceability, dependency, conflict, or overlap1. These relationships can help to analyze the impact, consistency, completeness, and quality of the requirements2. However, linked is not a specific or meaningful term to describe how requirements are related.

The other options are valid relationship types among requirements:

• Necessity is a relationship type that indicates that a requirement is essential for achieving a goal or satisfying a need3.
• Cover is a relationship type that indicates that a requirement addresses or fulfills a stakeholder need or expectation4.
• Subset is a relationship type that indicates that a requirement is a more detailed or specific version of another requirement5.

References:

• Relationship Analysis in Requirements Engineering, section “Relationship Types”
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), version 3, chapter 6, section 6.1.4.1
• Necessity, section “Description of Change”
• Cover, section “Description of Change”
• Subset, section “Description of Change”

Requirements traceability is the ability to describe and follow the life of a requirement in both a forward and backward direction, from its origin, through its development and specification, to its subsequent deployment and use, and through periods of ongoing refinement and iteration in any of these phases1. Requirements traceability helps to ensure that the requirements are aligned with the business need, the solution scope, and the project objectives, and that they are verified and validated throughout the project lifecycle2. Requirements traceability also supports change management, impact analysis, risk management, and quality assurance3. To trace a requirement, one needs to look at the requirement and the others to which it is related, and document the relationships among them. These relationships can be horizontal (between requirements at the same level of detail) or vertical (between requirements at different levels of detail). The most common types of relationships are derivation, satisfaction, verification, and refinement4. A requirement can be traced to other artifacts created by the team, such as design documents, test cases, models, and code, as well as to solution components, such as features, functions, and interfaces5. Therefore, option D is the correct answer, as it captures the essence of requirements traceability.

References:

• Requirements traceability - Wikipedia, first paragraph
• Business Analysis Expert Certification, CCBA® | IIBA®, section “BABOK® Guide v3”, chapter 6, section 6.1.4
• A Guide to Understanding the Requirements Traceability Matrix, section “Why Is Requirements Traceability Important?”
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), version 3, chapter 6, section 6.1.4.1
• What Is Traceability? | Perforce, first paragraph

Because the stakeholders are dispersed, what are likely to increase in this endeavor as opposed to a collocated group of stakeholders are communication needs and risks. Communication needs are the requirements and expectations of the stakeholders regarding the frequency, format, content, and quality of the information exchange during the business analysis work12. Risks are the uncertain events or conditions that may have a positive or negative effect on the business analysis work or the solution34. When the stakeholders are dispersed, the communication needs and risks tend to increase, as there may be challenges or barriers related to the time zones, languages, cultures, technologies, or processes that affect the collaboration and coordination among the stakeholders. The other options are not likely to increase in this endeavor, as they depend on other factors, such as the project scope, budget, schedule, or quality, such as face-to-face meetings (A), which may not be feasible or necessary for dispersed stakeholders, or costs (D), which may not be directly related to the stakeholder dispersion. References: Business Analysis Expert Certification, CCBA® | IIBA®, Certification of Capability in Business Analysis™ (CCBA®), Business Analysis Certification Competencies, CCBA® | IIBA®, The Ultimate Guide to Business Capability Analysis, [Certification of Capability in Business Analysis (CCBA®) - Simplilearn]

The high-level requirements list that the business analyst may create when using a change-driven approach is also known as requirements envisioning. This is a technique for eliciting and documenting the high-level features and characteristics of the solution, and defining the scope and boundaries of the initiative12. Requirements envisioning helps to establish a common understanding and vision among the stakeholders, and to guide the iterative and incremental delivery of the solution. The other options are not terms that are equivalent to the high-level requirements list, but rather terms that describe different aspects of the solution or the project, such as project scope (B), which is the work that must be performed to deliver the solution3, product scope ©, which is the features and functions that characterize the solution3, or requirements foundation (D), which is a term that refers to the core set of requirements that are essential for the solution4. References: Business Analysis Expert Certification, CCBA® | IIBA®, Certification of Capability in Business Analysis™ (CCBA®), Business Analysis Certification Competencies, CCBA® | IIBA®, The Ultimate Guide to Business Capability Analysis

 According to the web search results, requirements envisioning is “a technique used in change-driven approaches to elicit and document a high-level overview of the scope and objectives of a project or initiative” 1. Requirements envisioning involves creating a list of high-level requirements that describe the features and capabilities of the desired solution, as well as the business value and benefits that it will deliver. Requirements envisioning helps to establish a common vision and understanding among stakeholders, as well as to prioritize and plan the requirements in short iterations. The other options are not correct because:

• B. Requirements foundation is not a term used in change-driven approaches, but rather in plan-driven approaches. It refers to the “set of requirements that provide the basis for planning, managing, and delivering a project” 2.
• C. Product scope is “the features and functions that characterize a product, service, or result” 3. It is not the same as the initial high-level listing of requirements, as it may include more detailed and specific information about the product specifications and quality attributes.
• D. Project scope is “the work performed to deliver a product, service, or result with the specified features and functions” 3. It is not the same as the initial high-level listing of requirements, as it may include more detailed and specific information about the project activities, resources, and deliverables. References:
• 1: What Are High-Level Requirements in Project Management?, section “What are High-Level Requirements in Project Management?”
• 2: BABOK® Guide, p. 35
• 3: [A Guide to the Project Management Body of Knowledge (PMBOK® Guide)], p. 705

• A. It defines the nature of a solution that meets that need: This is a correct activity of enterprise analysis, as it involves defining the scope, objectives, and requirements of the solution that will address the business problem or opportunity.
• B. It identifies business needs, problems, or opportunities: This is a correct activity of enterprise analysis, as it involves understanding the current state of the organization, its goals, and the external and internal factors that affect its performance.
• C. It justifies the investment necessary to deliver that solution: This is a correct activity of enterprise analysis, as it involves assessing the costs, benefits, risks, and feasibility of the proposed solution and presenting a business case that supports the decision to implement it.
• D. It manages and expresses requirements to a broad and diverse audience: This is an incorrect activity of enterprise analysis, as it belongs to another knowledge area, which is requirements communication and management. This knowledge area involves ensuring that the requirements are understood, agreed upon, and controlled by all the stakeholders throughout the project lifecycle.

According to the Capability in Business Analysis™ (CCBA®) Learning documents, a stakeholder is anyone who has an interest or influence in the project or its outcome1. Stakeholders can have different levels of power, interest, impact, and influence on the project, and they can be internal or external to the organization2. However, no stakeholder group is more important than another, as they all contribute to the project’s success in different ways. The project manager’s role is to identify, analyze, engage, and manage the stakeholders throughout the project lifecycle, and to balance their needs, expectations, and interests3. The project manager should also communicate effectively with the stakeholders, and ensure that their feedback, input, and approval are obtained at the appropriate stages of the project4.

References:

• Business Analysis Expert Certification, CCBA® | IIBA®, section “BABOK® Guide v3”, chapter 2, section 2.1
• Stakeholder in Project Management - Techcanvass, section “Types of Stakeholders”
• Stakeholder Management | Its Importance | Institute of Project Management, section “What is Stakeholder Management?”
• What Is a Stakeholder? Definitions, Types & Examples, section “How to Manage Stakeholders”
• Who are Project Stakeholders and Why They are Important? - KnowledgeHut, section “How to manage project stakeholders?”

Alternative generation is the activity element that is best described as creating as many solutions as possible to an identified problem in the solution approach process. Alternative generation involves exploring and evaluating different options for solving the problem or meeting the need, without limiting the creativity or feasibility of the solutions. Alternative generation helps to ensure that the best possible solution is selected and implemented. The other options are not activity elements that can achieve the same goal as alternative generation. Brainstorming is a technique for generating a large number of ideas or options for solutions in a creative and collaborative way. Prototyping is a technique for creating a simplified or partial version of the solution to test its functionality, usability, or design. Lateral thinking is a technique for solving problems by using an indirect or creative approach, rather than a conventional or logical one. References:

• CBAP by IIBA Actual Free Exam Q&As - ITExams.com
• CBAP 150 Practice Questions Flashcards
• [Business Analysis: The Elicitation Process - UniversalClass]