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

The element of risk assessment that the BA needs to consider is risk tolerance. Risk tolerance is the degree of uncertainty that an organization or a stakeholder is willing to accept in relation to the achievement of its objectives or goals1. Risk tolerance can vary depending on the type, impact, and likelihood of the risk, as well as the stakeholder’s attitude, perception, and preference. The BA should consider the risk tolerance of the organization and the stakeholders when quantifying the probability that the solution will meet their needs and assessing the relevant risks. References: 1: BABOK Guide v3, Section 3.2

The BA should schedule a backlog walkthrough with the two stakeholders who do not agree on the priority of several product backlog items. This is because a backlog walkthrough is a technique that involves reviewing and discussing the product backlog items with the stakeholders to ensure a common understanding and agreement on their priority, scope, and acceptance criteria. A backlog walkthrough can help to resolve any conflicts or disagreements among the stakeholders and move the project forward. The other options are not as effective or appropriate as scheduling a backlog walkthrough. References:

• BABOK Guide, section 10.24: Backlog Management
• CCBA Practice Test, question 103

According to the BABOK® Guide, a business analyst (BA) should elicit the needs and expectations of the stakeholders who will use or be affected by the solution. Elicitation involves preparing for, conducting, and confirming the information obtained from the stakeholders. A BA should use various elicitation techniques, such as workshops, interviews, surveys, or observation, to gather the relevant and accurate information from the stakeholders. In this scenario, the BA needs to schedule a workshop with the carpenters, who are the end users of the proposed inventory management solution. The purpose of the workshop is to investigate whether automation is a constraint for the end user, meaning that the end user has no choice but to accept the automation as a mandatory requirement. A constraint is a restriction or limitation that affects the solution scope or the business analysis approach. A BA should identify and analyze the constraints that may influence the solution options and the stakeholder preferences. By investigating whether automation is a constraint for the end user, the BA can understand the carpenters’ needs and expectations, and determine the feasibility and suitability of the COTS inventory management solutions. References:

• [BABOK® Guide], section 4.1: Elicitation
• [BABOK® Guide], section 5.2: Assess Requirements
• CCBA Exam Questions & Answers with Explanations, question 422—1

Atomic is a characteristic of a quality requirement that means it cannot be broken down further into smaller requirements. It helps to ensure that the requirement is clear, concise, and complete. Owned, mapped, and allocated are not characteristics of a quality requirement, but rather attributes or relationships of a requirement. References: BABOK Guide v3, page 40; CCBA Mock Test, question 20

 The correct answer is D. The BA will be ensuring that the performance measures align with other measures within the broader context of the solution. This means that the performance measures are consistent with the business goals, objectives, and strategies of the organization and the stakeholders. The performance measures should also be aligned with the expected benefits and outcomes of the solution. This will help to evaluate the effectiveness and efficiency of the solution and its impact on the business value.

The other options are incorrect because:

• Option A is incorrect because performance measures can be both qualitative and quantitative, depending on the nature and scope of the solution and the stakeholder needs. Qualitative measures are based on subjective judgments, opinions, or perceptions, while quantitative measures are based on numerical data, statistics, or calculations.
• Option B is incorrect because aligning performance measures to industry benchmarks is not a validation technique, but a comparison technique. Industry benchmarks are standards or best practices that can be used to compare or evaluate the performance of a solution against similar solutions in the same domain or sector. However, industry benchmarks may not reflect the specific needs and expectations of the stakeholders or the organization.
• Option C is incorrect because writing performance measures in the correct format, using the agreed standards and terminology, is not a validation technique, but a documentation technique. The format and language of performance measures should be clear, concise, and consistent, but they do not guarantee that the performance measures are relevant, feasible, or reliable.

References:

• BABOK Guide v3, section 7.6: Validate Requirements
• CCBA Practice Test, question 9

 The project manager must be consulted regarding the changes to the business analysis approach before they are implemented in this project. The project manager is responsible for planning, executing, monitoring, controlling, and closing the project activities within the constraints of scope, time, cost, quality, resources, and risk. The project manager also coordinates with other roles such as business analysts, developers, testers, sponsors, and end users. Therefore, any changes to the business analysis approach must be discussed with the project manager to ensure alignment with the project objectives and plan. References: : Project Manager Role : Project Manager Responsibilities

The business analyst should assess the impacts of the technical constraints on the project scope, schedule, budget, quality, and risks. The BA should also re-prioritize the requirements based on the new information and the stakeholder needs. This will help the BA to ensure that the project delivers the most value to the business and the customers, while also managing the expectations and addressing the issues caused by the technical constraints.

References: The answer is based on the BABOK® Guide, which is a key resource for the CCBA® certification. Specifically, it relates to the Requirements Analysis and Design Definition knowledge area, where assessing and re-prioritizing requirements are essential tasks for the BA12. It also relates to the Requirements Life Cycle Management knowledge area, where the BA should manage changes to the requirements and communicate them to the stakeholders13.

A stakeholder list is an elicitation technique that helps the business analyst (BA) to determine who should be consulted, who should participate, and what roles each should fill in the elicitation activities. A stakeholder list identifies and categorizes the stakeholders who have an interest or influence in the project or solution, and defines their level of involvement, authority, and responsibility1. By using a stakeholder list, the BA can ensure that the relevant stakeholders are engaged and informed throughout the elicitation process, and that their needs and expectations are considered and addressed.

References: The answer is based on the BABOK® Guide, which is a key resource for the CCBA® certification. Specifically, it relates to the Elicitation and Collaboration knowledge area, where stakeholder list is one of the techniques that can be used by the BA23. It also relates to the Business Analysis Planning and Monitoring knowledge area, where the BA should plan stakeholder engagement and identify the business analysis roles and responsibilities24. Additionally, the answer is supported by the web search results from the tool invocation, which provide more information and examples of stakeholder list5.

 The performance of all requirements management and communication activities is governed by the business analysis plans. The business analysis plans are the outputs of the plan business analysis approach and plan business analysis governance tasks. They describe how the business analysis work will be performed, monitored, and controlled throughout the project lifecycle. The business analysis plans include the business analysis approach, the business analysis performance and communication plans, the requirements management plan, the traceability and change management plans, and the business analysis process assets. The business analysis plans are different from the business analyst, who is the person responsible for performing the business analysis work; the project manager, who is the person responsible for leading the project team and delivering the project objectives; and the project sponsor, who is the person who provides the funding and support for the project. References:

• CCBA Handbook, page 15
• [BABOK Guide], page 38
• [Business Analysis for Practitioners: A Practice Guide], page 41
• [Business Analysis: The Question and Answer Book], page 27

 According to the BABOK® Guide, requirements are defined as “a usable representation of a need” that specifies what a stakeholder requires from a solution. Requirements are derived from the stakeholders’ needs, wants, and expectations, which are the underlying problems or opportunities that the stakeholders wish to address. Therefore, option A best describes how requirements are defined. References: BABOK® Guide, page 10; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

Allocating requirements is the process of assigning stakeholder and solution requirements to solution components, releases, and organizational areas. The purpose of this process is to maximize the business value delivered by the solution, by ensuring that each requirement is addressed by the most appropriate component, release, or area. Allocating requirements also helps to manage dependencies, risks, and priorities among requirements. References:

• Business Analysis Expert Certification, CCBA® | IIBA®, section “Who can Become a CCBA?”
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), version 3, section 6.4 “Allocate Requirements”

According to the BABOK® Guide, the Acquire Project Team process involves obtaining the human resources needed to complete the project. This process includes identifying, selecting, and assigning project team members. Linda is involved in this process because she is getting new developers for her project. References: BABOK® Guide, page 292; Business Analysis Expert Certification, CCBA® | IIBA®, section “Who can Become a CCBA?”

According to the BABOK Guide, the task of assessing organizational readiness involves analyzing the readiness, willingness, and ability of the stakeholders and the organization to accept, adopt, and use the solution1. This task requires inputs from various sources that provide information on the current and desired state of the organization, the solution scope and objectives, the stakeholder roles and responsibilities, and the potential impacts and risks of the change. Among the inputs listed in the question, the one that is not an input to the task of assessing organizational readiness is risk register. A risk register is an output of the task of identifying risks, which involves identifying and documenting the uncertainties that may affect the business analysis work or the solution2. A risk register is not an input to the task of assessing organizational readiness, but rather an input to the task of managing risks, which involves planning and implementing responses to the identified risks2.

The other options are all correct inputs to the task of assessing organizational readiness:

• Enterprise architecture: Enterprise architecture is a description of the current and future structure and behavior of an organization’s processes, information systems, personnel, and organizational sub-units3. It provides an input to the task of assessing organizational readiness, as it helps to understand the alignment, dependencies, and gaps between the current and future state of the organization and the solution1.
• Solution scope: Solution scope is a description of the boundaries of the solution, including what is in and out of scope, the key assumptions and constraints, and the major features and functions3. It provides an input to the task of assessing organizational readiness, as it helps to define the scope and objectives of the change, and the expected benefits and outcomes of the solution1.
• Stakeholder concern: Stakeholder concern is a statement of a need, expectation, problem, or opportunity that is relevant to one or more stakeholders3. It provides an input to the task of assessing organizational readiness, as it helps to identify and analyze the stakeholder needs, expectations, interests, and attitudes towards the change, and the potential impacts and issues that may arise from the solution1. References:
• 1: BABOK Guide, section 6.2 Assess Organizational Readiness, page 116
• 2: BABOK Guide, section 4.7 Identify Risks, page 126; section 4.8 Manage Risks, page 130
• 3: BABOK Guide, section 3.8 Glossary, page 516-524

 Effective business analysis practices aim to minimize the amount of change to requirements in a stable business environment by ensuring that the requirements are well-understood, properly documented, and agreed upon by all stakeholders. While it is not possible to eliminate changes entirely due to the evolving nature of business and technology, good business analysis can significantly reduce the frequency and impact of these changes.

References: The BABOK® Guide emphasizes the importance of assessing requirements changes to maintain a stable baseline for the requirements. It also highlights the need for approval of requirements to ensure stakeholder support and buy-in123.

 According to the BABOK Guide, the task of validating requirements involves ensuring that the requirements and designs support the delivery of value, fulfill the stakeholder needs, and meet the quality standards1. This task requires the involvement of all the stakeholders who have an interest or influence on the solution or the business need, as they are the ones who can provide feedback, approval, and acceptance of the requirements and designs2. Therefore, the correct answer is A. All of the stakeholders, including executives, functional managers, directors, end users, and customers, are involved in the requirements validation activities.

The other options are not correct, as they exclude some of the stakeholders who are also involved in the requirements validation activities:

• B. Functional management: Functional management is the person or group who has authority and responsibility for managing a specific business function or department3. Functional management is involved in the requirements validation activities, as they can provide input on the functional requirements, the business processes, and the organizational impacts of the solution2. However, functional management is not the only stakeholder involved in the requirements validation activities, as other stakeholders also have a role to play.
• C. Executives: Executives are the person or group who has the ultimate authority and accountability for the organization or a part of it3. Executives are involved in the requirements validation activities, as they can provide input on the strategic alignment, the business objectives, the expected benefits, and the high-level scope of the solution2. However, executives are not the only stakeholder involved in the requirements validation activities, as other stakeholders also have a role to play.
• D. Customers: Customers are the person or group who consumes or benefits from the products or services delivered by the solution3. Customers are involved in the requirements validation activities, as they can provide input on the customer needs, expectations, preferences, and satisfaction of the solution2. However, customers are not the only stakeholder involved in the requirements validation activities, as other stakeholders also have a role to play. References:
• 1: BABOK Guide, section 4.6 Validate Requirements, page 122
• 2: CBAP/CCBA Certified Business Analysis Study Guide, 2nd Edition, by Susan Weese and Terri Wagner, Wiley, 2011, page 169-170
• 3: BABOK Guide, section 3.8 Glossary, page 516-524