Free Practice Questions for IIBA CCBA Exam

 The performance of all requirements management and communication activities is governed by the business analysis plans. The business analysis plans are the outputs of the plan business analysis approach and plan business analysis governance tasks. They describe how the business analysis work will be performed, monitored, and controlled throughout the project lifecycle. The business analysis plans include the business analysis approach, the business analysis performance and communication plans, the requirements management plan, the traceability and change management plans, and the business analysis process assets. The business analysis plans are different from the business analyst, who is the person responsible for performing the business analysis work; the project manager, who is the person responsible for leading the project team and delivering the project objectives; and the project sponsor, who is the person who provides the funding and support for the project. References:

CCBA Handbook, page 15

[BABOK Guide], page 38

[Business Analysis for Practitioners: A Practice Guide], page 41

[Business Analysis: The Question and Answer Book], page 27

 The desired outcome of walking through each requirement as it relates to the desired future state of the organization is to ensure that all requirements support the delivery of needed value. Value is the worth, importance, or usefulness of something to a stakeholder or the organization. Value can be expressed in terms of tangible or intangible benefits, such as increased revenue, reduced costs, improved quality, enhanced customer satisfaction, or compliance with regulations. Ensuring that all requirements support the delivery of needed value is a key aspect of validating the requirements, as it helps to confirm that the requirements are aligned with the business objectives, the stakeholder needs, and the solution scope. It also helps to identify and eliminate any unnecessary, conflicting, or out-of-scope requirements that do not contribute to the value proposition of the solution.

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 situations123.

Positive risk is not a concern for Jason when defining the business case and associated risks, because positive risk is also known as opportunity, which is a potential benefit or gain for the organization. The other risks are potential threats or losses that could negatively affect the solution or the organization. According to the BABOK® Guide, a business case should include an assessment of the risks, costs, benefits, and impacts of the proposed solution, as well as the alternatives. References: BABOK® Guide, section 3.4.5.1; CCBA® Handbook, section 4.5.

According to the BABOK® Guide, an implementation constraint is a restriction or limitation that affects the execution or operation of a solution. Examples of implementation constraints include freeze periods, company policies, business cycle timings, regulatory requirements, and technical standards. Weather is not an implementation constraint because it does not affect the solution itself, but rather the external environment in which the solution operates. References: BABOK® Guide, page 31; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

A tester is the stakeholder who is responsible for verifying released and solution components. A tester is a person who performs testing activities to ensure that the solution meets the quality standards and the requirements. A tester is involved in the allocated requirements to design, execute, and report test cases, as well as to identify and document defects and issues. A tester is different from the project team, which is the group of people who work together to deliver the project objectives; the project manager, who is the person who leads the project team and manages the project scope, schedule, budget, and risks; and the operational support, which is the function that provides the maintenance and support for the solution after it is deployed. References:

CCBA Handbook, page 11

[BABOK Guide], page 13

[Business Analysis for Practitioners: A Practice Guide], page 17

[Business Analysis: The Question and Answer Book], page 11

 A business case is a document that provides the rationale and justification for initiating a project or a change. A business case typically includes the description of the business need, the analysis of the current state and the desired state, the evaluation of the solution options, and the recommendation of the preferred solution. A business case can also include the estimation of the costs, benefits, risks, and impacts of the solution, as well as the return on investment (ROI) and the payback period. A business case can help the business analyst (BA) to justify the additional funds for the implementation of the solution, by showing how the solution will deliver value to the organization and the stakeholders, and how it will address the business need and the requirements. Therefore, option A is the correct answer. The other options are not sufficient to justify the additional funds for the implementation, as they only focus on one aspect of the solution, such as the cost, the risk, or the benefit, and do not provide a comprehensive and compelling argument for the solution. References: BABOK® Guide, page 31; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

Requirements are formed based on the stakeholders’ needs, wants, and expectations. Stakeholders are the individuals or groups that have an interest or influence on the project or the solution, and their needs, wants, and expectations are the problems or opportunities that they want to address orachieve. Requirements are the statements that describe the features and characteristics of the solution that will meet the stakeholder needs, wants, and expectations. Requirements are elicited, analyzed, documented, validated, and managed throughout the business analysis process12

Option B is incorrect because a solutions-based approach is not how requirements are formed, but how solutions are designed. A solutions-based approach is a type of deductive approach that focuses on finding and implementing the best solution for a given problem. A solutions-based approach is not related to how requirements are formed, but to how requirements are analyzed and evaluated3

Option C is incorrect because a change-driven approach is not how requirements are formed, but how business analysis work is conducted. A change-driven approach is a business analysis approach that focuses on minimizing up-front uncertainty and delivering business value in short cycles. A change-driven approach is not related to how requirements are formed, but to how requirements are elicited, prioritized, and verified4

Option D is incorrect because a risk and reward solution is not how requirements are formed, but how solutions are assessed. A risk and reward solution is a type of solution that involves balancing the potential benefits and costs of the solution, and taking into account the uncertainties and assumptions that affect the solution. A risk and reward solution is not related to how requirements are formed, but to how requirements are validated and traced5

References:

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 3: Requirements Life Cycle Management, Section 3.1: Purpose of Requirements Life Cycle Management, p. 49-50.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 6: Elicitation and Collaboration, Lesson 6.1: Prepare for Elicitation, p. 6-7.

Solution-Driven Thinking - an overview | ScienceDirect Topics

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.1: Plan Business Analysis Approach, p. 31-32.

Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 8.6: Decision Analysis, p. 103-104.

Brainstorming is a group elicitation technique where a problem or topic is presented to the group, and participants are asked to produce as many ideas to solve/address the topic as possible1. The purpose of brainstorming is to generate creative and diverse solutions without any constraints or judgments. Therefore, the following statements are true regarding a brainstorming session during requirements elicitation:

All ideas should be visibly recorded. This helps to keep track of the ideas, avoid repetition, and stimulate further thinking2.

The number of ideas should not be limited. This encourages participants to think outside the box and explore different possibilities2.

All ideas should be shared without any discussion, criticism, or evaluation. This creates a safe and supportive environment where participants can freely express their thoughts without fear of rejection or ridicule2.

The statement that is not true regarding a brainstorming session during requirements elicitation is:

The ideas should be generated with a cost or time estimate. This contradicts the principle of brainstorming, which is to avoid any constraints or assumptions that may limit the creativity and diversity of the ideas2. Cost and time estimates are not relevant at this stage of the elicitation process, as they may bias or discourage participants from suggesting certain ideas. Cost and time estimates can be applied later, after the brainstorming session, when the ideas are prioritized and evaluated3. References:

1: CBAP/CCBA Certified Business Analysis Study Guide, 2nd Edition, by Susan Weese and Terri Wagner, Wiley, 2011, page 140.

2: Top 10 Most Common Requirements Elicitation Techniques, section Brainstorming, page 2.

3: An Overview of Requirements Elicitation, section Brainstorming, page 4.

When there are relatively few criteria involved in assessing the solution options, it is best to focus on the differences of the solutions, as they are likely to have the most impact on the decision. Focusing on the commonalities, the life cycle costs, or the implementation costs may not provide enough information to distinguish the solutions and select the best one for the business need. References: BABOK Guide v3, section 10.4.3.2; CCBA Handbook, section 5.4.4.3.

Comprehensive and Detailed Explanation:Once use cases and scenarios are documented, the next step is toreview them for accuracy, completeness, and consistencywith stakeholder needs. TheBABOK® Guide (Chapter 10.48 - Use Cases and Scenarios)highlights that reviewing use case scenarios ensures that all actors, flows, and business rules are correctly defined before moving to further analysis. This prevents costly rework in later stages.

Comprehensive and Detailed Explanation:Creatingbusiness process modelshelpsvisually represent workflow changes, making it easier for impacted users to understand the impact.

BABOK® Guide (Chapter 10.5 - Process Modeling)states that process modelshelp stakeholders see how their workflows will be affectedand facilitate smoother transitions.

Communication plans (Option A)are useful for engagement but do not convey workflow changes in detail.

Data model diagrams (Option C)focus on data relationships, not process impacts.

Functional requirements (Option D)describe system behaviors but do not illustrate workflow changes.

Comprehensive and Detailed Explanation:Risk tolerancedetermineshow much uncertainty the company is willing to accept in shifting to an adaptive approach.

BABOK® Guide (Chapter 10.37 - Risk Analysis and Management)explains that organizations must evaluate theirwillingness to embrace changes and uncertainty in new methodologies.

Issue management (Option A)addresses risks reactively rather than proactively.

Negative impact to value (Option B)considers outcomes but not tolerance.

Positive evaluation results (Option D)do not measure risk acceptance.

Comprehensive and Detailed Explanation:ABusiness Model Canvasprovides avisual representation of how the company will deliver value in the new market, making it the best tool for presenting this opportunity. TheBABOK® Guide (Chapter 10.3 - Business Model Canvas)states that this tool is used todefine value propositions, revenue streams, customer segments, and key partners.

Comprehensive and Detailed Explanation:This is anon-functional requirementbecause it specifiesperformance constraints (portal response time) rather than functionality.

BABOK® Guide (Chapter 5.3 - Specify and Model Requirements)states that non-functional requirementsdefine constraints on system performance, security, usability, and reliability.

Transitional requirements (Option B)cover temporary needs during system migration.

Stakeholder requirements (Option C)describe what stakeholders need but do not specify performance.

Functional requirements (Option D)define system behaviors but not performance constraints.

Comprehensive and Detailed Explanation:Since the concern is aboutcompliance with federal legislation, the BA mustcompare the requirements with regulatory requirements to ensure compliance.

The BABOK® Guide (Chapter 10.37 - Risk Analysis and Management)states thatfailure to ensure compliance with government regulations can result in legal and financial risks.

Traceability (Option A)is important but does not directly address compliance concerns.

Reassuring the sponsor (Option B)is not a valid solution without confirming compliance.

Communication planning (Option C)helps with engagement but does not resolve compliance risks.