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

Requirements prioritization is the process of assigning relative importance or urgency to the requirements based on various criteria, such as business value, risk, dependency, cost, complexity, stakeholder preference, or regulatory compliance. Requirements prioritization is not limited to any specific approach to business analysis, such as plan-driven or change-driven, but it can be applied differently depending on the context and the level of uncertainty. Requirements prioritization helps to determine which requirements are essential, desirable, or optional for the solution scope, and how they will be addressed in the solution delivery. Requirements prioritization also helps to manage the expectations of the stakeholders and to resolve any conflicts or trade-offs among the requirements. 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

 A financial constraint is a limitation on the amount of money that can be spent on a project. It is one of the common types of constraints that affect project management, along with scope, time, quality, and risk constraints. A financial constraint can affect the feasibility, scope, and quality of a project, as well as the resources and activities involved in it. A business analyst needs to identify and document the financial constraints of a project, as well as the assumptions and dependencies related to them. A business analyst also needs to monitor and control the project budget, and communicate any changes or issues to the stakeholders.

References: The concept of financial constraint is discussed in the BABOK Guide, version 3, under the section 4.1 Plan Business Analysis Approach1. The CCBA Certification Study Guide, version 3, also covers this topic under the chapter 4 Business Analysis Planning and Monitoring2. Additionally, the Guidelines on Gender-Responsive and Socially Inclusive Climate Cost-Benefit Analysis (CCBA) provide a framework for analyzing projects with financial constraints, among other factors3.

According to the BABOK® Guide, the solution approach process is the process of defining the most feasible and appropriate approach to deliver a solution that meets the business need and satisfies the stakeholders. The three inputs needed to determine the solution approach process are:

Business need: the problem or opportunity that the organization wants to address with the solution.

Organizational process assets: the policies, procedures, standards, guidelines, and templates that are relevant to the solution approach process.

Required capability: the set of capabilities that the solution must provide to meet the business need and the stakeholder requirements.

References: BABOK® Guide, page 36; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

According to the CCBA® and CBAP® Certifications Study Guide1, there are three business analysis planning techniques that a business analyst can use to help plan business analysis processes. These are:

Process modeling: This technique involves creating a graphical representation of the business analysis activities, inputs, outputs, dependencies, and roles. It helps to visualize and communicate the scope, sequence, and flow of the business analysis work2.

Progressive elaboration: This technique involves planning the business analysis work in an iterative and incremental manner, based on the level of detail and certainty available at each stage. It helps to accommodate changes, risks, and feedback as the project progresses3.

Structured walkthrough: This technique involves presenting and reviewing the business analysis deliverables with the relevant stakeholders, such as the project team, the sponsor, the subject matter experts, and the quality assurance team. It helps to ensure the quality, accuracy, completeness, and alignment of the business analysis work2.

Decision analysis, on the other hand, is not a business analysis planning technique, but a technique for assessing proposed solutions. It involves identifying, evaluating, and comparing the possible alternatives based on predefined criteria, such as costs, benefits, risks, impacts, and preferences2. Decision analysis is used to select the best solution that meets the business need and the stakeholder expectations3. References:

2: BABOK Guide, section 10 Techniques, page 378-431

3: CCBA® and CBAP® Certifications Study Guide, section Task: Plan Business Analysis Approach, page 1

1: CCBA® and CBAP® Certifications Study Guide1, section Business Analysis Planning Techniques, page 1

The process of determining the solution approach involves defining the solution scope and preparing the business plan for the endeavor. This includes understanding the business needs, assessing the current state of the organization, and identifying the desired future state. The solution approach outlines how the change will be managed and delivered, and it sets the direction for the design and development of the solution.

References: The information is aligned with the competencies and knowledge areas defined in the Business Analysis Body of Knowledge® (BABOK® Guide) and the Certification of Capability in Business Analysis™ (CCBA®) as provided by the International Institute of Business Analysis (IIBA®). For detailed references, please consult the CCBA® guide and the BABOK® Guide available through the IIBA® website and bookstore

 After hosting a brainstorming session, the business analyst should rate the ideas generated by the participants using pre-defined criteria. This will help to evaluate the feasibility, desirability, and suitability of each idea and to prioritize them for further analysis. Rating the ideas is also a way to provide feedback to the participants and to acknowledge their contributions. The business analyst should not discuss each idea with the project manager, research each idea for time and cost, or record the ideas as requirements at this stage, as these actions are premature and may limit the creativity and diversity of the ideas.

References: The information is aligned with the competencies and knowledge areas defined in the Business Analysis Body of Knowledge® (BABOK® Guide) and the Certification of Capability in Business Analysis™ (CCBA®) as provided by the International Institute of Business Analysis (IIBA®). For detailed references, please consult the CCBA® guide1 and the BABOK® Guide2 available through the IIBA® website and bookstore3. You can also find some useful resources and sample questions from other sources4.

The Delphi technique is a type of requirements elicitation technique that uses a survey method to gather the opinions of a group of experts on a specific topic or problem. The Delphi technique is an iterative process in which the survey questions are refined and repeated until a consensus is reached among the experts. The Delphi technique is useful for eliciting requirements when the experts are geographically dispersed, have different backgrounds or perspectives, or need to remain anonymous. The Delphi technique helps to reduce the bias, influence, or conflict that may arise from direct communication among the experts. The other options are not types of requirements elicitation techniques that can achieve the same goal as the Delphi technique. A workshop is a technique that involves bringing together a group of stakeholders in a structured and facilitated session to elicit, analyze, or validate the requirements. A prototyping is a technique that involves creating a simplified or partial version of the solution to test its functionality, usability, or design. A round table is a technique that involves having a group discussion among the stakeholders to share their views, ideas, or feedback on the requirements or the solution. References:

What is the Delphi technique used for in requirements elicitation?

Top 10 Most Common Requirements Elicitation Techniques

The Delphi Technique - Students 4 Best Evidence

Delphi Method - Overview, Process, and Applications

A change-driven approach to business analysis is an adaptive and iterative methodology that focuses on delivering business value in short cycles. This approach requires frequent and informal communication among stakeholders, team members, and customers. Face-to-face communication is preferred as it allows for immediate feedback, clarification, and collaboration12

A) Incorrect. Communications in a change-driven approach to business analysis focus more on the quality and effectiveness of communication, not just the frequency2 B) Incorrect. Communications in a change-driven approach are not all ad hoc. They are planned and structured according to the needs and preferences of the stakeholders and the project3 C) Incorrect. Communications in a change-driven approach focus more on informal communications, such as conversations, demonstrations, and working software. Formal communications, such as documents and reports, are minimized and used only when necessary

 Solution performance assessment is not a task included in enterprise analysis, but rather in solution evaluation. Enterprise analysis focuses on identifying and defining the business need, assessing the capability gaps, determining the solution approach, defining the solution scope, and defining the business case. These tasks help the organization to align its strategic goals and objectives with the proposed initiatives and solutions. References:

What is enterprise analysis and what results does it have? | IIBA®

An Overview of Enterprise Analysis - Modern Analyst

Introducing Business Analysis Tasks | The International Institute of …

A current state model is a representation of how the organization operates or performs its functions at the present time. It can be created using various techniques, such as process modeling, data modeling, organizational modeling, or business rules analysis12. A current state model can be useful for several reasons, such as:

Analyzing the current state of the organization to look for opportunities for improvement, such as identifying gaps, inefficiencies, redundancies, or pain points3.

Assessing the positive and negative risks that may exist within the current state, such as threats, opportunities, strengths, or weaknesses4.

Assisting stakeholders to understand the current state, such as clarifying the roles, responsibilities, interactions, and dependencies of different actors and components.

However, validating the solution scope with businesses and technical stakeholders is not a good reason to create a current state model, because the solution scope defines the boundaries and characteristics of the desired future state, not the current state. The solution scope should be validated by comparing it with the business need, the business case, and the stakeholder expectations, not with the current state model. References:

1: BABOK® Guide, Version 3.0, p. 130

2: Business Analysis Expert Certification, CCBA® | IIBA®

3: Business Capability Analysis: How to analyze capabilities - Capstera

4: BABOK® Guide, Version 3.0, p. 133

: Certification of Capability in Business Analysis™ (CCBA®), page 9

: BABOK® Guide, Version 3.0, p. 33

: BABOK® Guide, Version 3.0, p. 36

Baseline requirements are the set of requirements that have been formally reviewed and agreed upon by the stakeholders. They serve as a reference point for the development and testing of the solution, as well as for the evaluation of the benefits and value delivered by the solution. Baseline requirements are not final or fixed; they can be changed if there is a valid reason and a proper approval process. Any changes to the baseline requirements must be documented and communicated to the relevant stakeholders, and they must follow a change control system that defines the roles, responsibilities, procedures, and tools for managing changes.

References: The information is aligned with the competencies and knowledge areas defined in the Business Analysis Body of Knowledge® (BABOK® Guide) and the Certification of Capability in Business Analysis™ (CCBA®) as provided by the International Institute of Business Analysis (IIBA®). For detailed references, please consult the CCBA® guide1 and the BABOK® Guide2 available through the IIBA® website and bookstore3. You can also find some useful resources and sample questions from other sources45.

Changes to requirements may happen at any time during the business analysis processes, as new information, feedback, issues, or opportunities arise. The business analyst should be prepared to manage and communicate changes to requirements using a change control system and a traceability matrix. The business analyst should also ensure that the changes are aligned with the business needs and objectives, and that they do not compromise the quality and value of the solution.

References: The information is verified as per the BABOK® Guide and related IIBA resources, which outline the standards and practices for business analysis. The BABOK® Guide is a key resource for understanding business analysis processes and their interactions

According to the BABOK® Guide, rolling wave planning is a technique that involves creating a high-level plan for the overall business analysis approach, and then creating detailed plans for the activities that are most imminent or have the highest priority or risk. Rolling wave planning allows the business analyst to adapt to changing circumstances and stakeholder needs, and to incorporatefeedback and learning from previous activities into the subsequent plans1. References: 1: BABOK® Guide, version 3, section 4.2.5, page 76.

 Interface analysis is a technique that identifies and describes the interactions and dependencies between the solution and its external components, such as other systems, people, or organizations. It helps to define the scope of work required to integrate the new solution into the business and technical environments, as well as to identify potential risks, issues, and requirements12. Scope modeling, user stories, and functional decomposition are other techniques that can be used to create the solution scope, but they do not focus on the integration aspects as much as interface analysis does3. References:

1: BABOK® Guide, Version 3.0, p. 128

2: Interface Analysis | IIBA® BABOK Extended

3: CCBA® and CBAP® Certifications Study Guide, Chapter 5

The important tool for defining the scope of work and developing the estimates for the endeavor is WBS. WBS stands for Work Breakdown Structure, which is a technique for decomposing the project scope into smaller and more manageable components, such as deliverables, activities, and tasks12. WBS helps to define the scope of work clearly and completely, and to estimate the time, cost, and resources required for each component. The other options are not tools for defining the scope of work and developing the estimates, but rather factors or outputs that influence or result from the business analysis work, such as organizational process asset (A), which is a term that refers to the policies, procedures, standards, guidelines, templates, and tools that are used by the organization to conduct business analysis work3, project management plan ©, which is a document that describes the approach, scope, schedule, budget, quality, and stakeholders of the project4, or Pareto chart (D), which is a graphical representation of the frequency and impact of different types of problems or issues5. 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, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition