Free Practice Questions for IIBA CCBA Exam

Comprehensive and Detailed Explanation:Requirementsrelationships must be necessaryto ensure that each requirementlogically contributes to the overall solutionwithout unnecessary dependencies.

BABOK® Guide (Chapter 5.1 - Trace Requirements)states thatdefining necessary relationships ensures that dependencies are valid and avoid redundant or irrelevant links.

Source (Option A)identifies requirement origins but does not determine relationship validity.

Complexity (Option B)describes difficulty but is not a requirement relationship criterion.

Priority (Option D)ranks requirements but does not define their relationships.

Comprehensive and Detailed Explanation:Since the implementation timeline is affected, thepriorities should be reviewedto align with business value and feasibility. TheBABOK® Guide (Chapter 5.1 - Prioritize Requirements)states thatprioritization should be adjusted based on constraints such as development time, costs, and business needs.

Comprehensive and Detailed Explanation:The BA mustfirst determine whether the additional requirement is traceable to a legitimate business need, ensuring that it is justified before assessing feasibility.

BABOK® Guide (Chapter 5.1 - Trace Requirements)states that all requirements should belinked to business needs, objectives, and stakeholder requirementsbefore proceeding with implementation.

Checking with the project manager (Option A)is necessary for feasibility but comes after traceability is established.

Determining stakeholder availability (Option B)does not validate the need for the requirement.

Consulting with the technical team (Option D)is important for feasibility but does not validate business need.

A stakeholder matrix is a diagram that helps to identify and analyze the stakeholders involved in a project or initiative. It can show the level of interest, influence, power, and attitude of each stakeholder group towards the proposed solution. It can also help to prioritize the communication and engagement strategies for different stakeholder groups12. A stakeholder matrix can help Audrey to visualize the people that are for and against the solution, as well as their relative importance and impact on the project. References:

1: BABOK® Guide, Version 3.0, p. 51

2: Stakeholder Analysis | IIBA® BABOK Extended

Enterprise architecture is a description of the current and future structure and behavior of an organization’s processes, information systems, personnel, and organizational sub-units, aligned with the organization’s core goals and strategic direction1. It provides a holistic view of the organization and its interactions with other entities. Enterprise architecture is an input for stakeholder analysis because it helps to identify the existing organizational units and their relationships, roles, responsibilities, and dependencies2. References:

Business Analysis Expert Certification, CCBA® | IIBA®, section “BABOK® Guide v3”

Certification of Capability in Business Analysis (CCBA®) Handbook, page 5, section “4. Review the Exam Blueprint”

According to the CCBA® Handbook, one of the tasks of the business analyst is to “validate requirements to ensure that they are aligned with the business objectives and deliver value to stakeholders” (p. 11). Therefore, any requirements that do not deliver value to stakeholders should be removed from the requirements set, as they are unnecessary, irrelevant, or wasteful. The other options are not appropriate actions for the business analyst to take, as they do not address the issue of value alignment. References:

CCBA® Handbook, p. 11

BABOK® Guide, p. 35

The project communications management plan is a document that describes how the project information will be generated, collected, distributed, stored, retrieved, and disposed of. It also defines the communication requirements, methods, frequency, and responsibilities for each stakeholder group based on the stakeholder analysis. The project communications management plan helps to ensure that the project stakeholders are kept informed, engaged, and satisfied with the project progress and outcomes12.

The other options are not correct because:

Option A is incorrect. The project schedule is a document that shows the planned start and finish dates, durations, dependencies, and resources of the project activities. It does not record the communication requirements based on the stakeholder analysis3.

Option B is incorrect. The project scope management plan is a document that describes how the project scope will be defined, validated, and controlled. It does not record the communication requirements based on the stakeholder analysis4.

Option C is incorrect. The project reporting structure is not a standard term in project management or business analysis. It may refer to the organizational structure of the project team or the format and content of the project reports. However, it does not record the communication requirements based on the stakeholder analysis.

References:

Project Communication Management - Five Steps | PMI, section “Project communication management applies the general management skill of communication within the boundaries of the project being managed and the responsibilities of the project manager.”

What is Project Communication Management? | Wrike, section “What Is Project Communication Management?”

Project Schedule, section “Description of Change”

Project Scope Management - A Quick Guide | Simplilearn, section “What is Project Scope Management?”

A constraint is a restriction or limitation that affects the performance or value of a solution. Constraints can be related to time, cost, quality, scope, resources, or other factors. In this scenario, the customer’s demand that the solution should not cost more than $300,000 to implement and support for one year is a constraint that limits the possible options and trade-offs for 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® 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.

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.

Defining the business analysis activities involves establishing the processes and techniques that will be used to perform business analysis throughout the initiative. This includes determining how requirements will be elicited, analyzed, documented, and managed. It is about setting up the framework that guides the execution of business analysis work, which is known as the business analysis approach.

References: The information is aligned with the guidelines and objectives of the Capability in Business Analysis™ (CCBA®) as detailed on the IIBA website and its learning resources12.

A positive stakeholder is a stakeholder who has a favorable attitude towards the project and its deliverables, and who actively supports and contributes to the project’s success12. Barry is a positive stakeholder because he is excited about the deliverable, helpful, informative, and supportive of the project. A cheerleader is a stakeholder who is enthusiastic and optimistic about the project, but who may not have much influence or involvement in the project3. A project sponsor is a stakeholder who provides the funding, resources, and authority for the project, and who is accountable for the project’s outcomes4. A project team member is a stakeholder who performs the project work and delivers the project outputs. References:

1: BABOK® Guide, Version 3.0, p. 51

2: Stakeholder Analysis | IIBA® BABOK Extended

3: Stakeholder Management: How to Identify and Manage Stakeholders

4: BABOK® Guide, Version 3.0, p. 52

: [Project Team Members | Project Management Professional (PMP)]

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

Constraint ranking is a type of requirements prioritization that considers the limitations or restrictions that affect the solution. Laws and regulations are examples of constraints that must be met by the solution. Therefore, ranking the requirements according to the relevant laws is a constraint ranking method.

References:

Business Analysis Expert Certification, CCBA® | IIBA®, section “CCBA Competencies”

Certification of Capability in Business Analysis (CCBA®) Handbook, page 5, section “4. Review the Exam Blueprint”

 Project Communication Management is the knowledge area that covers the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. It involves planning, managing, monitoring, and controlling the communication activities and deliverables throughout the project lifecycle. Project Communication Management helps to keep the project stakeholders informed, engaged, and satisfied with the project progress and outcomes12.

The other options are not correct because:

Option B is incorrect. Identifying, defining, combining, unifying, and coordinating the various processes and project management activities with the Project Management Process Groups is the definition of Project Integration Management, not Project Communication Management. Project Integration Management is the knowledge area that covers the processes required to ensure that the various elements of the project are properly coordinated and aligned3.

Option C is incorrect. Managing timely completion of the project is the objective of Project Time Management, not Project Communication Management. Project Time Management is the knowledge area that covers the processes required to ensure that the project is completed within the agreed time frame.

Option D is incorrect. Organizing, managing, and leading the project team is the responsibility of Project Human Resource Management, not Project Communication Management. Project Human Resource Management is the knowledge area that covers the processes required to ensure that the project has the most effective and efficient human resources.

References:

Project Communication Management - Five Steps | PMI, section “Project communication management applies the general management skill of communication within the boundaries of the project being managed and the responsibilities of the project manager.”

What is Project Communication Management? | Wrike, section “What Is Project Communication Management?”

Project Integration Management - A Quick Guide | Simplilearn, section “What is Project Integration Management?”

[Project Time Management - Definition, Process, Steps, and Tools], section “What is Project Time Management?”

[Project Human Resource Management - A Short Guide | Simplilearn], section “What is Project Human Resource Management?”

 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.