Pass the IIBA Certification of Capability in Business Analysis CCBA Questions and answers with CertsForce

Organizational modelling is used to represent the roles, structures, and hierarchies within an organization, which includes understanding the formal relationships between different people working in the enterprise. It helps in identifying how individuals interact with each other and with the systems and processes of the organization.

 The business analyst (BA) must define solution approaches to achieve the goal of developing a financial report that can be published and distributed to multiple end users within a specific time frame and within cost. According to the BABOK Guide, a solution approach is “a description of the recommended options for delivering value to stakeholders, including the justification for choosing those options over others” 1. By defining solution approaches, the BA can evaluate the feasibility, benefits, risks, and impacts of different options and select the most suitable one for the project. Reviewing the project budget, revising business requirements, and updating the project schedule are important tasks, but they are not sufficient to achieve the goal without defining solution approaches first. References: 1: BABOK Guide, Version 3, Section 4.2 Define Solution Approach

According to the Capability in Business Analysis™ (CCBA®) guidelines, one of the techniques that a business analyst can use to develop a plan for the business analysis activities is to review the lessons learned from previous initiatives. This technique helps the business analyst to identify the best practices, challenges, risks, and opportunities that were encountered in similar projects, and to apply them to the current initiative. By learning from the past experiences, the business analyst can improve the quality and efficiency of the business analysis plan and avoid potential pitfalls.

References: The CCBA® learning documents, which can be found on the IIBA website12, describe the various techniques that a business analyst can use to plan the business analysis approach, scope, activities, and deliverables. Additionally, the IIBA Bookstore offers resources that provide further insights into the objectives and best practices for business analysis, including the use of lessons learned technique

 The scenario describes a situation where there is a discrepancy between the system users’ perception and the system performance statistics regarding the new payments system. The BA needs to demonstrate to the users how the new system is performing and address their complaint. The best way to do this is to collect system metrics and communicate the results in an understandable format. System metrics are quantitative measures that indicate the performance, quality, and efficiency of the system. Communicating the results in an understandable format means using clear and simple language, charts, graphs, or tables to present the data and explain the benefits of the new system.

References: The answer and explanation are consistent with the CCBA® Handbook and the IIBA® website, which provide the details and best practices for the solution evaluation knowledge area, including the task of measure solution performance12. The CCBA® resources also describe the techniques and tools that can be used to perform each task in the business analysis process, such as system metrics and communication

According to the BABOK® Guide, traceability is the ability to track the life of a requirement in both a forward and backward direction. Traceability helps to manage the impact of changes, assess the quality of the solution, and ensure that the solution meets the business needs. However, traceability also has a cost in terms of time and effort, and the business analyst (BA) should balance the benefits and costs of traceability for each project. For a temporary solution that will last for two months, the value of creating a huge number of links to provide full traceability from solution requirements to design may not be high, compared to the cost and complexity involved. Therefore, the BA can justify omitting all possible links by considering the value and cost of traceability for this project. References: BABOK® Guide, Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.5: Plan Requirements Management Process, Page 42; Chapter 6: Requirements Life Cycle Management, Section 6.1: Traceability and Monitoring, Page 140.

 According to the BABOK® Guide, a predictive approach is a business analysis approach that defines the scope, requirements, and designs early in the change initiative lifecycle. This approach is suitable for projects that have a clear and stable vision, well-understood requirements, and a low degree of uncertainty and change. A predictive approach also involves large upfront planning and detailed documentation, which are often required in heavily regulated domains. Therefore, a predictive approach is the recommended approach for the project described in the question. References: BABOK® Guide, Version 3, Chapter 2, Section 2.2.1; Business Analysis Expert Certification, CCBA® | IIBA®, Section “What Should I know to be CCBA Certified?”

The diagram that the BA created is a flowchart diagram of a procurement process. A flowchart diagram is a graphical representation of a process that shows the steps, decisions, inputs, outputs, and roles involved. A diagram of this type can help users to understand process improvement by identifying the current state of the process, highlighting the pain points, bottlenecks, delays, or inefficiencies, and suggesting ways to optimize or streamline the process. References: Flowchart Diagram, Process Improvement

 This is because classifying requirements helps to ensure that they are fully understood and traceable by grouping them into categories based on their type, source, priority, or other criteria. Classifying requirements also helps to avoid duplication, ambiguity, and inconsistency among the requirements. Extracting requirements for review (A) is not a valid option, as it implies that the requirements are already documented and ready for approval. Validating requirements © is a good practice, but it does not ensure traceability, which is the ability to link the requirements to the business needs, solution components, and test cases. Meeting regulatory standards (D) is a quality criterion, but it does not ensure that the requirements are fully understood and traceable. References: CCBA Practice Test, CCBA Mock Test

Based on the stakeholder matrix, suppliers are categorized as having high impact but low influence. This suggests that while they are significantly affected by the project, they do not have much control over it. Therefore, the best approach is to keep them well-informed and show interest in their needs to maintain a positive relationship and ensure their requirements are met.

References: The answer aligns with the best practices in stakeholder engagement as per the Capability in Business Analysis™ (CCBA®) guidelines, which recommend tailoring communication strategies to the stakeholders’ level of impact and influence to effectively manage their expectations and contributions to the project. The CCBA® resources available on the IIBA website provide further insights into effective stakeholder engagement strategies.

This is because the traceability repository is a tool that helps the BA to track the relationships and dependencies among the requirements, the solution components, and the stakeholders. By using the traceability repository, the BA can assess the impact of any changes or additions to the requirements, and manage the scope of the project accordingly. Creating test plans and test cases (A) is not the main purpose of the traceability repository, although it can be used to verify the test coverage and quality of the solution. Approving requirement relationships (B) is not a valid activity, as the requirement relationships are established and documented by the BA, not approved. Developing documentation for technical support © is not related to the traceability repository, as it is a post-implementation activity. References: CCBA Practice Test, CCBA Mock Test

 An internal enterprise asset that the BA must include in the analysis of the current state is the organizational structure. The organizational structure is the way that the enterprise is arranged and governed, including its roles, responsibilities, reporting relationships, and authority levels. The organizational structure influences the business processes, culture, communication, and decision-making of the enterprise. The BA should include the organizational structure in the analysis of the current state to understand the existing capabilities, constraints, and opportunities of the enterprise, as well as to identify the stakeholders and their needs, expectations, and influence.

References: The answer is verified and explained using the principles found in the CCBA® certification learning documents, specifically the Business Analysis Body of Knowledge (BABOK®) guide, which outlines the knowledge areas and skills required for effective business analysis and the handling of such situations12.

According to the BABOK Guide, defining the future state is a technique for strategy analysis. This technique can help the BA perform the work of cataloguing the new, removed, and modified components of an upcoming project, as it describes how the organization or business unit will operate after implementing a change3. By doing so, the BA can identify the gaps between the current state and the future state, and define the solution scope and approach. Therefore, the correct answer is B. References: BABOK Guide, [CCBA Mock Test]

The scenario describes a task that involves presenting a requirements package to the stakeholders. The requirements package is a document that contains the requirements and related information for the project and the solution. The purpose of presenting the package is to ensure a shared understanding of the information among the stakeholders, which is essential for achieving stakeholder alignment, agreement, and commitment. Presenting the package also provides an opportunity for the BA to elicit feedback, validate requirements, and resolve any issues or conflicts.

References: The answer and explanation are consistent with the CCBA® Handbook and the IIBA® website, which provide the details and best practices for the communicate business analysis information task as part of the solution evaluation knowledge area12. The CCBA® resources also describe the types and formats of documents that can be used to communicate business analysis information, such as requirements packages1

This is because use case diagrams are graphical models that show the actors, use cases, and relationships involved in a system or a solution. Use case diagrams are part of the business requirements document, as they help to analyze and refine the functional requirements and design of the solution. The models were not included as a mistake (A), as use case diagrams are nottechnical, but business-oriented. The models are not part of the technical documents (B), as they do not describe the implementation details of the solution, but the business needs and objectives. The models did change the value compared to text based requirements (D), as they provide a visual and concise way to communicate the requirements and design. References: CCBA Practice Test, CCBA Mock Test

 The scenario describes a project that aims at improving an organization’s Net Promoter Score (NPS), which is a measure of customer loyalty and satisfaction. The BA and stakeholders are looking for ways to measure the performance of the solution and its impact on the NPS. One of the techniques that may be employed for this purpose is focus groups, which involve gathering feedback from a representative sample of customers who have used the solution. Focus groups can help to evaluate the value, usability, and quality of the solution, as well as the customers’ likelihood to recommend it to others.

References: The answer and explanation are consistent with the CCBA® Handbook and the IIBA® website, which provide the details and best practices for the solution evaluation knowledge area, including the task of measure solution performance12. The CCBA® resources also describe the techniques and tools that can be used to perform each task in the business analysis process, such as focus groups12. Additionally, the web search results provide more information about the Net Promoter Score and how it can be measured and improved using focus groups34.