Free Practice Questions for IIBA CCBA Exam

According to the BABOK® Guide, a cultural assessment is a technique that involves identifying and understanding the values, beliefs, and behaviors of the stakeholders and the organization that may influence the acceptance and adoption of the solution. The purpose of this assessment is to determine how the culture may affect the solution, such as its design, implementation, and operation. A cultural assessment can help the business analyst (BA) to identify potential risks, issues, and opportunities related to the solution and the change managementprocess. References: BABOK® Guide, page 75; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

Project scope defines all of the required work to satisfy the requirements of the project, including the deliverables, activities, tasks, and resources needed. Project scope is usually documented in a project scope statement or a project charter. Project scope is different from product scope, which defines the features and functions of the product, service, or result that the project intends to deliver. Requirements envisioning is a technique to create a shared vision of the desired outcome among the stakeholders. Requirements foundation is a term used by some authors to describe the core concepts and principles of business analysis. References:

CCBA Handbook, page 11

[BABOK Guide], page 28

[Business Analysis for Practitioners: A Practice Guide], page 36

[Business Analysis: The Question and Answer Book], page 23

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

A business analysis communication management plan is a document that describes how, when, and by whom information about the business analysis activities will be delivered to the stakeholders1. It helps to ensure that the communication is clear, consistent, timely, and appropriate for the audience and the context. One of the aspects that the plan should consider is the cultural differences among the stakeholders, such as their values, beliefs, norms, and preferences. These differences may affect how the stakeholders communicate, collaborate, and make decisions. Therefore, the plan should include a cultural analysis that identifies and addresses the potential challenges and opportunities that may arise from the diversity of the stakeholders2.

According to the BABOK Guide, some of the elements that should be included in the cultural analysis are3:

Relationship to task completion: This refers to how the stakeholders approach and prioritize their work tasks, such as whether they focus on the process or the outcome, whether they prefer individual or team work, whether they are proactive or reactive, etc.

Relationship to authority: This refers to how the stakeholders perceive and interact with the people who have power or influence over them, such as whether they respect or challenge the authority, whether they expect to be consulted or instructed, whether they are comfortable with hierarchy or equality, etc.

Relationship to time: This refers to how the stakeholders manage and value their time, such as whether they are punctual or flexible, whether they follow schedules or improvise, whether they multitask or focus on one thing at a time, etc.

Relationship to religion, on the other hand, is not an element that should be included in the cultural analysis of the plan. Religion is a personal and sensitive topic that may not be relevant or appropriate for the business analysis communication. Moreover, religion may not reflect the actual behavior or preferences of the stakeholders, as they may have different degrees of adherence or interpretation of their faith. Therefore, religion should not be used as a basis for making assumptions or generalizations about the stakeholders4. References:

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

2: How to create a business analysis communication plan, section Cultural analysis, page 3

3: BABOK Guide, section 3.2.5.3 Cultural Analysis, page 47

4: Business Analysis Certification Competencies, CCBA®, section 3.2 Plan Stakeholder Engagement, page 1

A model is a representation of a concept or system that is used to help people understand, change, or simulate the concept or system. A model can be used to categorize and create hierarchies of items, define boundaries for business domains, and show business logic, among other purposes. However, a model cannot define the risk and reward for the requirements, as this is a function of the business analysis approach and the risk management process. References:

BABOK Guide v3, Section 10.1: Models and Modelling, p. 381-382

CCBA Handbook, Section 4.5: Exam Blueprint, p. 6-7

CCBA Competencies, Section 10.1: Models and Modelling, p. 23-24

The creative thinking process is a technique that involves generating and evaluating new and original ideas to address a problem or an opportunity. The creative thinking process has three values to determine the effectiveness of the process: 12

Willingness of stakeholders to accept new approaches: This value measures the degree to which the stakeholders are open and supportive of the creative thinking process and its outcomes. It reflects the level of trust, collaboration, and feedback among the stakeholders, as well as the alignment of the creative ideas with the stakeholder needs and expectations. A high willingness of stakeholders to accept new approaches indicates a positive and conducive environment for creativity and innovation.

Application of new ideas to resolve existing problems: This value measures the degree to which the creative ideas are relevant and feasible for solving the current problem or seizing the current opportunity. It reflects the level of understanding, analysis, and validation of the problem or opportunity, as well as the alignment of the creative ideas with the project objectives and constraints. A high application of new ideas to resolve existing problems indicates a practical and effective outcome of the creative thinking process.

The successful generation and productive consideration of new ideas: This value measures the degree to which the creative ideas are novel and diverse for addressing the problem or opportunity. It reflects the level of imagination, exploration, and evaluation of the possible solutions, as well as the alignment of the creative ideas with the organizational goals and strategy. A high successful generation and productive consideration of new ideas indicates a rich and valuable output of the creative thinking process.

Option B is incorrect because generation of a pre-determined number of new ideas for a business solution is not a value to determine the effectiveness of the creative thinking process. While having a goal or a target for the number of ideas can help to motivate and focus the creative thinking process, it is not a measure of the quality, relevance, or feasibility of the ideas. The goal or target should be flexible and realistic, and not compromise the purpose of the creative thinking process. The quantity of the ideas is not as important as the quality, diversity, and applicability of the ideas3 References:

Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 7.5: Creative Thinking, p. 83-84.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.3: Define Design Options, p. 6-7.

Creative Thinking Process - The Peak Performance Center

[How to Choose the Right Business Analysis Approach]

A work breakdown structure (WBS) is a tool that decomposes the project scope into smaller, manageable components. A WBS is useful for identifying activities in the business analysis approach, as it helps to define the tasks, dependencies, and resources required for each deliverable. A WBS also helps to estimate the effort, duration, and cost of the business analysis work, as well as to monitor and control the progress and quality of the deliverables. A WBS is different from project management input, which is an input to the business analysis approach, not a tool for identifying activities; BABOK, which is a guide that provides the best practices and standards for business analysis, not a tool for identifying activities; and a list of deliverables, which is an output of the business analysis approach, not a tool for identifying activities. References:

CCBA Handbook, page 15

[BABOK Guide], page 38

[Business Analysis for Practitioners: A Practice Guide], page 42

[Business Analysis: The Question and Answer Book], page 28

 Communication needs are likely to increase in this endeavor as opposed to a collocated group of stakeholders. Communication needs are the requirements and expectations of the stakeholders regarding the type, frequency, format, and content of the information that is exchanged among them. Communication needs are influenced by various factors, such as the stakeholder roles, interests, influence, preferences, and availability. When the stakeholders are dispersed across different locations, time zones, cultures, and languages, the communication needs become more complex and challenging, as the stakeholders may face difficulties in coordinating, collaborating, and understanding each other. Therefore, the business analyst needs to plan, manage, and monitor the communication needs of the dispersed stakeholders, and use appropriate techniques and tools to facilitate effective and efficient communication12

Option A is incorrect because costs are not likely to increase in this endeavor as opposed to a collocated group of stakeholders, but to decrease. Costs are the expenses or resources that are incurred or consumed in the business analysis work. Costs are influenced by various factors, such as the scope, schedule, quality, and risk of the business analysis work. When the stakeholders are dispersed, the costs may decrease, as the stakeholders may save on travel, accommodation, and equipment expenses, and use online or virtual platforms to communicate and collaborate. However, the costs may also increase, if the stakeholders need to invest in more advanced or reliable technology, or incur additional fees or charges for using online services or tools3

Option B is incorrect because face-to-face meetings are not likely to increase in this endeavor as opposed to a collocated group of stakeholders, but to decrease. Face-to-face meetings are a type of communication and elicitation technique that involves direct and personal interaction and collaboration among the stakeholders in a physical or virtual setting. Face-to-face meetings are influenced by various factors, such as the availability, accessibility, and convenience of the stakeholders. When the stakeholders are dispersed, face-to-face meetings may decrease, as the stakeholders may face challenges in scheduling, attending, and participating in the meetings, due to the differences in location, time zone, culture, and language. Therefore, the business analyst may need to use alternative or complementary techniques or tools, such as email, phone, video conference, or chat, to communicate and elicit information from the dispersed stakeholders.

Option D is incorrect because risks are not likely to increase in this endeavor as opposed to a collocated group of stakeholders, but to vary. Risks are the uncertainties or events that may affect the business analysis work positively or negatively. Risks are influenced by various factors, such as the complexity, volatility, and ambiguity of the business analysis work. When the stakeholders are dispersed, the risks may vary, as the stakeholders may face different types and levels of risks, depending on their location, situation, and context. For example, some stakeholders may face more technical or operational risks, such as network or system failures, while others may face more social or cultural risks, such as miscommunication or misunderstanding. Therefore, the business analyst needs to identify, analyze, respond, and monitor the risks of the dispersed stakeholders, and use appropriate techniques and tools to mitigate or exploit the risks.

References:

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.3: Plan Business Analysis Communication, p. 36-37.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 5: Planning and Monitoring, Lesson 5.3: Plan Business Analysis Communication, p. 6-7.

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.4: Plan Business Analysis Governance, p. 38-39.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.4: Plan Business Analysis Governance, p. 6-7.

[Business Analysis Body of Knowledge (BABOK® Guide)], Version 3, Chapter 10: Techniques, Section 10.15: Facilitated Workshops, p. 349-350.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 6: Elicitation and Collaboration, Lesson 6.3: Conduct Elicitation, p. 6-7.

[Business Analysis Body of Knowledge (BABOK® Guide)], Version 3, Chapter 10: Techniques, Section 10.16: Interviews, p. 351-352.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 6: Elicitation and Collaboration, Lesson 6.4: Confirm Elicitation Results, p. 6-7.

According to the BABOK® Guide, the level of complexity of a solution is influenced by the number and nature of the relationships among the requirements, as well as the requirements themselves. The more interdependent, conflicting, or ambiguous the requirements are, the more complex the solution will be. Therefore, option A is the correct answer. The other options are not directly related to the complexity of the requirements, but rather to the complexity of the project environment or the project management. References: BABOK® Guide, page 11; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

According to the BABOK Guide, the task of assessing proposed solutions involves analyzing the feasibility, risks, impacts, and benefits of various solutions that could address the business need1. This task requires input from various stakeholders who have different perspectives and expertise on the problem and the solution domains. Among the stakeholders listed in the question, the one that will provide information on technical constraints that could limit the solutions that may be implemented is suppliers. Suppliers are external entities that provide products or services that are part of the solution or that enable the delivery of the solution2. Suppliers can provide information on the technical specifications, capabilities, limitations, costs, and availability of their products or services, which can affect the feasibility and suitability of the proposed solutions3.

The other options are not correct stakeholders for providing information on technical constraints that could limit the solutions that may be implemented:

Project manager: The project manager is responsible for planning, executing, monitoring, and controlling the project activities, resources, budget, and schedule2. The project manager can provide information on the project constraints, such as scope, time, cost, quality, and risk, but not on the technical constraints of the solutions3.

Sponsor: The sponsor is the person or group who authorizes, funds, and supports the project and the solution2. The sponsor can provide information on the business objectives, priorities, expectations, and benefits of the solutions, but not on the technical constraints of the solutions3.

Operational support: The operational support is the person or group who provides ongoing maintenance and support for the solution after it is deployed2. The operational support can provide information on the operational requirements, issues, and performance of the solutions, but not on the technical constraints of the solutions before they are implemented3. References:

1: BABOK Guide, section 6.1 Assess Proposed Solution, page 112

2: BABOK Guide, section 2.2 Stakeholder Roles, page 23-25

3: CBAP/CCBA Certified Business Analysis Study Guide, 2nd Edition, by Susan Weese and Terri Wagner, Wiley, 2011, page 296-297

The BA should engage with the technical team to understand their concerns and resistance. By meeting with them, the BA can clarify any misunderstandings, provide additional information, and work collaboratively to address any issues. This approach aligns with the CCBA®’s emphasis on effective stakeholder engagement and communication to ensure that all parties are aligned and that project deliverables are accepted.

References: The CCBA® Handbook and the Business Analysis Competency Model from IIBA outline the importance of stakeholder collaboration and the BA’s role in facilitating communication between business and technical teams to achieve project success

SWOT analysis is a technique that evaluates an organization’s strengths, weaknesses, opportunities, and threats to both internal and external conditions. It helps to identify the current state of the organization and the factors that may affect its future performance. SWOT analysis can be used for strategic planning, problem-solving, decision-making, and innovation. References:

Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed

CCBA® and CBAP® Certifications Study Guide

SWOT analysis - CCBA® and CBAP® Certifications Study Guide

 According to the BABOK® Guide, user stories are a type of model that describes the needs and goals of a stakeholder group in relation to the solution. User stories are written from the perspective of the stakeholder group and capture the value they expect from the solution. User stories are best suited for structuring requirements around the needs of each stakeholder group because they areconcise, easy to understand, and focused on the outcome. References: BABOK® Guide, page 118; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?

 According to the BABOK® Guide, a schedule constraint is a restriction or limitation on the timing or duration of a project or a solution. The 60-day implementation represents a schedule constraint because it limits the time available for the business analyst to identify and implement new opportunities to improve the existing web services. References: BABOK® Guide, page 30; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

 Positive risk ranking is a basis for prioritization that allows the project team to work initially with lower-risk requirements first. Positive risk ranking is a technique that assigns a score to each requirement based on the level of risk associated with it, where a higher score indicates a lower risk and a lower score indicates a higher risk. The requirements are then prioritized in descending order of their scores, so that the project team can focus on the requirements that have the least uncertainty, complexity, or volatility first, and defer the requirements that have the most uncertainty, complexity, or volatility later. Positive risk ranking helps to reduce the likelihood and impact of potential problems, issues, or changes that may affect the requirements or the solution12

Option A is incorrect because quantitative ranking is not a basis for prioritization that allows the project team to work initially with lower-risk requirements first, but a technique that uses numerical values to compare and rank the requirements based on multiple criteria, such as value, cost, risk, urgency, dependency, etc. Quantitative ranking does not necessarily prioritize the lower-risk requirements first, but the requirements that have the highest overall score based on the weighted criteria34

Option C is incorrect because relationship to other requirements is not a basis for prioritization that allows the project team to work initially with lower-risk requirements first, but a factor that considers the dependencies and interdependencies among the requirements, such as prerequisite, co-requisite, or conflicting requirements. Relationship to other requirements does not necessarily prioritize the lower-risk requirements first, but the requirements that have the most influence or impact on the other requirements.

Option D is incorrect because implementation difficulty is not a basis for prioritization that allows the project team to work initially with lower-risk requirements first, but a factor that considers the effort, time, resources, and skills required to implement the requirements. Implementation difficulty does not necessarily prioritize the lower-risk requirements first, but the requirements that have the least difficulty or complexity to implement.

References:

Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 8.5: Prioritization, p. 101-102.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.5: Define Transition Requirements, p. 6-7.

Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 8.5: Prioritization, p. 102-103.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.5: Define Transition Requirements, p. 8-9.

[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 8.5: Prioritization, p. 100-101.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 7: Requirements Analysis and Design Definition, Lesson 7.5: Define Transition Requirements, p. 10-11.

[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 8.5: Prioritization, p. 100.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 7: Requirements Analysis and Design Definition, Lesson 7.5: Define Transition Requirements, p. 12-13.