PDF CCBA Study Guide

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

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

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)

 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