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

The BA should modify the requirement attribute values in the stakeholder requirements when the product roadmap is modified. This is because requirement attribute values are information that provide additional details or characteristics of the requirements, such as priority, status, source, owner, etc. Modifying the requirement attribute values can help to reflect the changes in the product roadmap, such as moving the default process to the next iteration, and communicate them to the stakeholders. The other options are not as relevant or necessary as modifying the requirement attribute values. References:

BABOK Guide, section 4.2.4: Structure Requirements

CCBA Practice Test, question 112

The BA should assess the impact of the forthcoming legislation immediately when it is logged in the action items register. This is because assessing the impact of a change is a technique that involves analyzing how a change affects the existing or proposed solution, business processes, stakeholders, or organization. Assessing the impact of the forthcoming legislation immediately can help the BA to identify and mitigate any potential risks or issues that might have an impact on the proposed architecture and plan accordingly. The other options are not as urgent or appropriate as assessing the impact immediately. References:

BABOK Guide, section 10.16: Impact Analysis

CCBA Practice Test, question 115

Correct terminology is essential for ensuring a common understanding of the requirements among stakeholders. It helps to avoid ambiguity, confusion, and misinterpretation. Appropriate templates, consistent referencing, and key performance indicators are also useful for eliciting and managing requirements, but they are not sufficient to ensure clarity and comprehension. References: BABOK Guide v3, page 50; CCBA Mock Test, question 4

The BA should investigate the business process to uncover inefficiencies and failing control points first. This is because the problem statement given by the finance manager indicates that there are issues with the current process that need to be resolved before replacing the system. The BA should analyze the current state of the process, identify the root causes of the problems, and recommend improvements that can address them. The other options are not relevant at this stage of the project. References:

BABOK Guide, section 5.1: Plan Business Analysis Approach

CCBA Practice Test, question 98

Defining the business need is the activity that Henry is asking Janet to complete. Defining the business need is the process of identifying and describing the problem or opportunity that the organization faces and how it aligns with the organizational goals and objectives. It helps to set the direction and scope for the rest of the business analysis activities and to justify the initiation of a project or an initiative. Defining the business need is part of the strategy analysis knowledge area in the CCBA certification12

Option A is incorrect because brainstorming the business need is not an activity, but a technique. Brainstorming is a technique that involves generating and evaluating new and original ideas to address a problem or an opportunity. It can be used as part of defining the business need, but it is not the same as defining the business need34

Option B is incorrect because creating a data diagram for the service is not an activity, but a deliverable. A data diagram is a graphical representation of the data and information that are relevant to the solution. It can be used as an output of defining the business need, but it is not the same as defining the business need.

Option D is incorrect because eliciting the requirements of the proposal is not an activity, but a process. Eliciting the requirements is the process of identifying and obtaining the information needed from the stakeholders and other sources to define and validate the requirements. It can be used as an input to defining the business need, but it is not the same as defining the business need.

References:

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 6: Strategy Analysis, Section 6.1: Define Current State, p. 133-134.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.1: Define Design Options, p. 6-7.

Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 7.5: Creative Thinking, p. 83-84.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.3: Define Design Options, p. 6-7.

[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 7.2: Process Modeling, p. 75-76.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 7: Requirements Analysis and Design Definition, Lesson 7.2: Analyze Potential Value and Recommend Solution, p. 6-7.

[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 7.4: Requirements Elicitation, p. 79-80.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 6: Elicitation and Collaboration, Lesson 6.3: Conduct Elicitation, p. 6-7.

Requirements elicitation is not a business analysis planning and monitoring approach, but a business analysis elicitation and collaboration approach. Requirements elicitation is the process of identifying and obtaining the information needed from the stakeholders and other sources to define and validate the requirements. It involves using various techniques, such as interviews, workshops, surveys, observation, prototyping, etc., to elicit the needs, expectations, assumptions, and constraints of the stakeholders12

The business analysis planning and monitoring approach is the methodology and process that will be used to conduct business analysis activities and deliver business analysis outputs. It involves defining the scope, objectives, deliverables, roles, responsibilities, tasks, schedule, budget, quality, risk, and communication of the business analysis work. It also involves monitoring and controlling the business analysis performance and reporting the progress and issues to the stakeholders34

The other options are examples of business analysis planning and monitoring approaches:

Structured walkthroughs: This is a technique that is used to validate and verify the business analysis approach, not to define and document it. Structured walkthroughs involve presenting and reviewing the business analysis approach with the stakeholders, and soliciting their feedback and approval. It helps to ensure the quality, completeness, and alignment of the business analysis approach with the stakeholder needs and expectations.

Decision analysis: This is a technique that is used to evaluate and select the business analysis approach, not to define and document it. Decision analysis involves comparing the costs, benefits, risks, and impacts of the alternative business analysis approaches, and choosing the one that best meets the project objectives and stakeholder preferences. It helps to justify and rationalize the business analysis approach to the stakeholders, and to document the decision criteria and rationale.

Process modeling: This is a technique that is used to define and document the business analysis approach. Process modeling involves creating a graphical representation of the business analysis activities, tasks, inputs, outputs, roles, and responsibilities. It helps to communicate and visualize the business analysis approach to the stakeholders, and to identify and manage the dependencies, risks, and issues. Process modeling can be done using various tools and notations, such as flowcharts, swimlane diagrams, BPMN, UML, etc.

References:

Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 7.4: Requirements Elicitation

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 6: Elicitation and Collaboration, Lesson 6.1: Prepare for Elicitation

Business Analysis Expert Certification, CCBA® | IIBA®, section “Plan Business Analysis Work”

CERTIFICATION OF CAPABILITY IN BUSINESS ANALYSIS, page 6, section “4. Review the Exam Blueprint”

[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 7.3: Structured Walkthrough

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.5: Validate Requirements

[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 8.6: Decision Analysis

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.6: Manage Business Analysis Performance

[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 7.2: Process Modeling

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.1: Plan Business Analysis Approach

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 determinethe 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.

When there are relatively few criteria involved in assessing the solution options, it is best to focus on the differences of the solutions, as they are likely to have the most impact on the decision. Focusing on the commonalities, the life cycle costs, or the implementation costs may not provide enough information to distinguish the solutions and select the best one for the business need. References: BABOK Guide v3, section 10.4.3.2; CCBA Handbook, section 5.4.4.3.

 Formal communication is the type of communication that is most likely required to be used in regard to requirements in a plan-driven approach to business analysis processes. Formal communication is a type of communication that follows predefined standards, formats, and protocols, and is documented and approved by the authorized parties. Formal communication is suitable for a plan-driven approach, which is a business analysis approach that focuses on minimizing changes and delivering the planned outputs in a predictable manner. A plan-driven approach requires formal communication to ensure the clarity, consistency, and alignment of the requirements with the stakeholder needs and expectations, and to prevent or resolve any conflicts or issues that may arise from the requirements or the solution12

Option A is incorrect because informal communication is not the type of communication that is most likely required to be used in regard to requirements in a plan-driven approach to business analysis processes, but a type of communication that does not follow predefined standards, formats, and protocols, and is not documented or approved by the authorized parties. Informal communication is more suitable for an adaptive or change-driven approach, which is a business analysis approach that focuses on maximizing value and delivering the most important outputs in a flexible manner. An adaptive or change-driven approach requires informal communication to facilitate collaboration, feedback, and learning among the stakeholders, and to respond to changes quickly and effectively34

Option B is incorrect because ad hoc communication is not the type of communication that is most likely required to be used in regard to requirements in a plan-driven approach to business analysis processes, but a type of communication that is spontaneous, unplanned, and unscheduled, and is used to address specific or urgent situations or needs. Ad hoc communication is not related to the business analysis approach, but to the communication needs and preferences of the stakeholders. Ad hoc communication can be used in any business analysis approach, as long as it is appropriate and feasible for the purpose and context of the communication5

Option C is incorrect because face-to-face communication is not the type of communication that is most likely required to be used in regard to requirements in a plan-driven approach to business analysis processes, but a type of communication and elicitation technique that involves direct and personal interaction and collaboration among the stakeholders in a physical or virtual setting. Face-to-face communication is not related to the business analysis approach, but to the availability, accessibility, and convenience of the stakeholders. Face-to-face communication can be used in any business analysis approach, as long as it is effective and efficient for the communication and elicitation of the requirements.

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 2: Business Analysis Planning and Monitoring, Section 2.1: Plan Business Analysis Approach, p. 32-33.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 5: Planning and Monitoring, Lesson 5.1: Plan Business Analysis Approach, p. 8-9.

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.3: Plan Business Analysis Communication, p. 36-37.

[Business Analysis Body of Knowledge (BABOK® Guide)], Version 3, Chapter 10: Techniques, Section 10.16: Interviews, p. 351-352.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 6: Elicitation and Collaboration, Lesson 6.4: Confirm Elicitation Results, p. 6-7.

SWOT analysis is a technique that evaluates an organization’s strengths, weaknesses, opportunities, and threats to both internal and external conditions. It helps to identify the current state of the organization and the factors that may affect its future performance. SWOT analysis can be used for strategic planning, problem-solving, decision-making, and innovation. References:

Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed

CCBA® and CBAP® Certifications Study Guide

SWOT analysis - CCBA® and CBAP® Certifications Study Guide

A requirements architecture is a collection of views that represent the requirements from different perspectives and levels of abstraction. A requirements architecture helps to assess the completeness and coherence of the requirements, as well as to identify any gaps, overlaps, or inconsistencies among the requirements. A requirements architecture also helps to communicate the requirements to different stakeholders and to facilitate the solution design and testing. A requirements architecture is different from a requirements traceability matrix, which is a tool that shows the relationship between requirements and other artifacts, such as test cases, design elements, or business objectives; a business knowledge model, which is a representation of the business concepts, rules, and relationships that are relevant to the business need or the solution; and a solution design, which is a description of how the solution will meet the requirements and deliver the expected value. References:

CCBA Handbook, page 18

[BABOK Guide], page 54

[Business Analysis for Practitioners: A Practice Guide], page 63

[Business Analysis: The Question and Answer Book], page 30

 According to the BABOK® Guide, a schedule constraint is a restriction or limitation on the timing or duration of a project or a solution. The 60-day implementation represents a schedule constraint because it limits the time available for the business analyst to identify and implement new opportunities to improve the existing web services. References: BABOK® Guide, page 30; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

According to the BABOK® Guide, alternative generation is a technique that involves identifying and exploring different ways to achieve the desired outcomes. One of the outputs of this technique is the option of doing nothing, which means maintaining the current state without implementing any changes. This option should always be included as a baseline for comparison with other alternatives and to assess the value of change. References: BABOK® Guide, page 72; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

 According to the BABOK Guide, the task of prioritizing requirements assesses the value, urgency, dependencies, and risks associated with requirements and designs to ensure that analysis and delivery work is done on the most important ones at any given time1. Prioritization is an ongoing process, with priorities changing as the context changes. The task of prioritizing requirements creates just one output, which is requirements (prioritized). This output is a list or a model of requirements and designs that have been assigned a level of importance or urgency relative to other requirements and designs2. The output of requirements (prioritized) is used as an input for other tasks, such as managing solution scope and requirements, assessing proposed solutions, allocating requirements, and validating requirements3.

The other options are not correct outputs of the task of prioritizing requirements:

Validated requirements are an output of the task of validating requirements, which ensures that the requirements and designs support the delivery of value, fulfill the stakeholder needs, and meet the quality standards3.

Requirements rankings are not a formal output of the task of prioritizing requirements, but rather a possible technique to assign a numerical value to each requirement or design based on a set of criteria2.

Requirements assessment is not an output of the task of prioritizing requirements, but rather a possible technique to evaluate the impact, feasibility, and value of requirements and designs2. References:

2: CCBA® and CBAP® Certifications Study Guide, section Task: Prioritize Requirements, page 1

3: BABOK Guide, section 4.5 Prioritize Requirements, page 72

1: Prioritize Requirements and Designs1, page 1

 A business case is a document that provides the rationale and justification for initiating a project or a change. A business case typically includes the description of the business need, the analysis of the current state and the desired state, the evaluation of the solution options, and the recommendation of the preferred solution. A business case can also include the estimation of the costs, benefits, risks, and impacts of the solution, as well as the return on investment (ROI) and the payback period. A business case can help the business analyst (BA) to justify the additional funds for the implementation of the solution, by showing how the solution will deliver value to the organization and the stakeholders, and how it will address the business need and the requirements. Therefore, option A is the correct answer. The other options are not sufficient to justify the additional funds for the implementation, as they only focus on one aspect of the solution, such as the cost, the risk, or the benefit, and do not provide a comprehensive and compelling argument for the solution. References: BABOK® Guide, page 31; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”