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

A dependency is a relationship between two tasks or activities that indicates that one cannot start or finish before the other starts or finishes. In this case, the task in your task list is dependent on the inspector’s signoff on the initial deliverables, which means that you cannot proceed with the task until the signoff is obtained. Dependencies are important to identify and manage in order to avoid delays and conflicts in the project schedule12

Option A is incorrect because a constraint is a factor that limits the options or actions of the project team, such as time, budget, scope, quality, or resources. The inspector’s signoff is not a constraint, but a condition that must be met before the task can be completed3

Option B is incorrect because an assumption is a factor that is considered to be true or certain for the purpose of planning, without any proof or verification. The inspector’s signoff is not an assumption, but a factual requirement that must be validated4

Option D is incorrect because a milestone is a significant point or event in the project, such as a major deliverable, a phase completion, or a decision point. The inspector’s signoff is not a milestone, but a prerequisite for the task5 References: Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 8.4: Dependencies; Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 5: Planning and Monitoring, Lesson 5.4: Dependencies; Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Define Design Options, 5.1.3.2: Constraints; Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Define Design Options, 5.1.3.1: Assumptions; Business Analysis Body of Knowledge (BABOK® Guide), Section 5.2: Analyze Potential Value and Recommend Solution, 5.2.3.3: Milestones.

 The BA should ensure buy-in from key stakeholders before using “Product Box” as a collaboration game to prioritize the list of features. Buy-in is the agreement and support of the stakeholders for a proposed solution, approach, or decision. Buy-in is important for the success of any business analysis activity, as it helps to build trust, commitment, and collaboration among the stakeholders. Buy-in can be achieved by involving the stakeholders in the planning, elicitation, analysis, and validation of the requirements, as well as by addressing their needs, expectations, and concerns. The BA should ensure buy-in from key stakeholders for using “Product Box” as a collaboration game, as it may be a new or unfamiliar technique for some stakeholders, or they may have different preferences or opinions on how to prioritize the features. The BA should explain the benefits and purpose of the game, as well as the rules and expectations, and seek feedback and agreement from the stakeholders before conducting the game. The BA should also ensure that the game is aligned with the business objectives and the stakeholder requirements.

References:

• CCBA Handbook, page 16
• [BABOK Guide], page 30
• [Business Analysis for Practitioners: A Practice Guide], page 39
• [Business Analysis: The Question and Answer Book], page 25

Benchmarking is a technique that involves comparing the performance, practices, or processes of one organization with those of another organization or industry leader. Benchmarking can help identify areas of improvement, best practices, and realistic goals. However, benchmarking also has some disadvantages, such as:

• Time consumption: Benchmarking can be a time-consuming process that requires collecting, analyzing, and interpreting large amounts of data from multiple sources. It may also involve visiting other organizations or conducting interviews with their staff. Benchmarking may divert resources and attention from other important tasks or activities.
• Requirement of expertise of the person conducting the study: Benchmarking requires a high level of expertise and skill from the person conducting the study. The person must be able to select appropriate benchmarks, measure performance accurately, interpret results correctly, and communicate findings effectively. The person must also be aware of the potential biases, limitations, and challenges of benchmarking, such as data availability, validity, reliability, and comparability.
• Inability to produce innovative solutions: Benchmarking can limit the creativity and innovation of the organization by focusing on existing practices and processes of other organizations. Benchmarking may create a tendency to imitate or copy others, rather than to develop original or novel solutions. Benchmarking may also discourage risk-taking or experimentation, as the organization may become complacent or satisfied with matching or exceeding the benchmarks.

Discovery of new approaches, on the other hand, is not a disadvantage of benchmarking, but rather a potential benefit. Benchmarking can help the organization learn from the best practices and experiences of other organizations, and discover new or alternative ways of doing things. Benchmarking can expose the organization to different perspectives, ideas, and methods that can enhance its performance and competitiveness. References: Capability in Business Analysis™ (CCBA®) Certification, Business Analysis Driving Business Success, A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide)

 According to the web search results12, problem tracking is a process of identifying and managing the causes of incidents on an IT service, and it is a core component of ITSM frameworks. Problem tracking is not the same as issue tracking, which is a way of recording and tracking the status of customer cases, tickets, or concerns3. Problem tracking is also not the same as bug tracking, which is the process of logging and monitoring bugs or errors during software testing4.