Legit CCBA Exam Download

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”

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]

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

• 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.