IIBA CCBA - Certification of Capability in Business Analysis (CCBA)

According to the CCBA® Handbook, stakeholder impact analysis is “a technique used to identify the effects of a change on the stakeholders of a solution” (p. 22). Stakeholder impact analysis can help the business analyst understand the functions of stakeholders, the location of stakeholders, the tasks stakeholders complete, and the stakeholders’ concerns about the solution. Stakeholder impact analysis can also help the business analyst identify the stakeholder needs, expectations, preferences, and risks, as well as the communication and engagement strategies for each stakeholder group. The other options are not correct because:

A. Technical assessment is “a technique used to evaluate the technical feasibility and suitability of a solution” (p. 23). Technical assessment can help the business analyst understand the technical requirements, constraints, and capabilities of the solution, but not the stakeholder aspects.

C. Organizational assessment is “a technique used to evaluate the current state of an organization and its alignment with the desired future state” (p. 22). Organizational assessment can help the business analyst understand the organizational structure, culture, processes, and performance of the organization, but not the stakeholder aspects.

D. Operational analysis is “a technique used to analyze the efficiency and effectiveness of the current operations of an organization” (p. 22). Operational analysis can help the business analyst understand the operational requirements, problems, and opportunities of the organization, but not the stakeholder aspects. References:

CCBA® Handbook, p. 22-23

Stakeholder Impact Analysis - Modern Analyst, section “What is Stakeholder Impact Analysis?”

The type of prioritization approach that Marsha wants to use in this scenario is business value. This is a technique for ranking the requirements based on the expected benefits and costs of implementing them, and selecting the ones that provide the most value to the organization12. Business value prioritization helps to align the requirements with the strategic goals and objectives of the organization, and to optimize the return on investment (ROI) of the solution. The other options are not types of prioritization approach that Marsha wants to use in this scenario, but rather techniques for ranking the requirements based on different criteria, such as likelihood of success (A), which is the probability of achieving the desired outcome or benefit with the requirement3, urgency ©, which is the time sensitivity or importance of the requirement4, or CBR ratio (D), which is the ratio of the cost of implementing the requirement to the benefit of implementing the requirement5. 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

A graphical model is a type of diagram that shows the business logic of the requirements using symbols, shapes, colors, and lines. A graphical model can help to communicate, analyze, verify, and validate the requirements, as well as to support decision making and problem solving. A graphical model can be created using various techniques, such as flowcharts, mind maps, influence diagrams, and others12. Therefore, diagrams is the most general term that can be used to describe graphical models. The other options are specific types of diagrams, but not the only ones that can be used for graphical modeling. References:

1: BABOK® Guide, Version 3.0, p. 10

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

Preparing for elicitation is the elicitation activity that ensures that the needed resources are organized and available for the elicitation. It involves understanding the scope of the elicitation activity, selecting appropriate techniques, and planning for or procuring appropriate supporting materials and resources1. Preparing for elicitation helps to define the desired outcomes of each elicitation activity, and ensures that the stakeholders have the information they need to provide and understand the nature of the activities they will participate in2.

The other options are not correct because:

Confirming elicitation results is the elicitation activity that ensures that the information obtained from the elicitation is accurate, complete, clear, and consistent3.

Planning for elicitation is the business analysis planning and monitoring activity that defines the approach and activities for eliciting, analyzing, and managing requirements4.

Managing stakeholder requirements is the requirements lifecycle management activity that ensures that the requirements and designs are aligned with the needs of the stakeholders and the solution scope5.

References:

Conducting elicitation activity – The Functional BA, section “Guide elicitation activity”

Prepare for Elicitation, section “Description of Change”

Confirm Elicitation Results, section “Description of Change”

Plan Business Analysis Elicitation, section “Description of Change”

Manage Stakeholder Requirements, section “Description of Change”

A change-driven approach to business analysis and requirements management is an approach that embraces change and adapts to the evolving needs and expectations of the stakeholders1. A change-driven approach does not use a formal change control process, as it assumes that changes are inevitable and beneficial, and that they can be incorporated quickly and easily into the solution2. A change-driven approach relies on frequent feedback, collaboration, and validation to ensure that the solution delivers value and meets the stakeholder needs3. The other options are not true statements about changing requirements in a change-driven approach, as they describe aspects of a plan-driven approach, which is an approach that follows a predefined and structured process for managing changes and requires formal approval and documentation24. References: Business Analysis Expert Certification, CCBA® | IIBA®, Business Analysis Global Standards | IIBA®, Certification of Capability in Business Analysis™ (CCBA®), Business Analysis Certification Competencies, CCBA® | IIBA®

 Organizing requirements is the task of finding logical relationships and dependencies among the requirements and grouping them into coherent and manageable units. The two objectives of this task are to establish a structure for the requirements that facilitates communication, understanding, and traceability, and to establish a prioritization approach that is based on relevant criteria andstakeholder preferences. References: BABOK® Guide v3, page 120; Business Analysis Expert Certification, CCBA® | IIBA®, page 1.

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

 A structured walkthrough is a process of reporting, verifying, and validating requirements with the involved stakeholders. The purpose of a structured walkthrough is to ensure that the requirements are clear, complete, consistent, and aligned with the business needs and objectives. The first step of a structured walkthrough is to identify the objectives and goals of the session, such as what requirements will be reviewed, what feedback is expected, and what outcomes are desired. This helps to set the expectations and scope of the walkthrough and to focus the discussion on the relevant topics. References:

Capability in Business Analysis™ (CCBA®) Certification, International Institute of Business Analysis (IIBA), 2020, p. 27.

Structured Walkthrough Sessions: Why Bother?, Business Analyst Learnings, 2017.

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?”

 Scope creep is the uncontrolled expansion of the project scope due to the addition of requirements that are not aligned with the original project scope. A requirements tracing matrix is a tool that helps track the alignment of requirements with the project scope, objectives, and deliverables. It can help prevent scope creep by identifying and rejecting any requirements that are out of scope or do not add value to the project. References:

Capability in Business Analysis™ (CCBA®) Handbook, page 14

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), page 40

The business need is the input that will help you understand the type of information that should be elicited from stakeholders. The business need is the problem or opportunity that the project is intended to address, and it provides the context and scope for the elicitation process. By understanding the business need, you can focus on eliciting the requirements that are relevant, feasible, and valuable for the project.

The other options are not correct because:

Roles and responsibilities are an input that will help you identify who should be involved in the elicitation process, but not what type of information should be elicited.

Stakeholder list is an input that will help you determine who are the sources of requirements, but not what type of information should be elicited.

Risk assessment is an input that will help you identify the potential uncertainties and threats that may affect the elicitation process, but not what type of information should be elicited.

An assumption is a factor that is considered to be true, real, or certain without proof or demonstration. Assumptions are made to reduce uncertainty and complexity in business analysis activities. However, assumptions also introduce risks if they turn out to be false or inaccurate. Therefore, assumptions should be identified, documented, validated, and managed throughout the business analysis process. References:

Certification of Capability in Business Analysis (CCBA) Handbook, page 7

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], page 31

A domain subject matter expert is a stakeholder who has extensive knowledge and experience in the business area or problem domain that is relevant to the project. They provide valuable insights and information to the business analyst and help to define and validate the requirements and the solution. Adam, who is steeped in knowledge regarding the project’s purpose, is likely to be a domain subject matter expert.

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.

 A requirements signoff process is a process of obtaining formal approval from the stakeholders that the requirements are clear, complete, consistent, and aligned with the business needs and objectives. A requirements signoff process is important because it helps to ensure that the stakeholders are satisfied with the requirements and that they agree to move forward with the solution development based on the requirements. A requirements signoff process also helps to avoid scope creep, rework, and conflicts that may arise from unclear or changing requirements12.

The other options are not correct because:

Option B is incorrect. A requirements signoff process does not confirm that the project sponsor and the project manager are in agreement with the business analyst about the accuracy and completeness of the requirements. A requirements signoff process involves all the stakeholders who have an interest or influence in the project or its outcome, not just the project sponsor and the project manager. The business analyst’s role is to facilitate the communication and collaboration among the stakeholders, not to impose their own views on the requirements3.

Option C is incorrect. A requirements signoff process does not hold stakeholders accountable for the cost and schedule of the requirements. A requirements signoff process is focused on the quality and validity of the requirements, not on the budget and timeline of the project. The cost and schedule of the requirements are determined by the project manager, who is responsible for planning, executing, monitoring, and controlling the project activities and resources4.

Option D is incorrect. A requirements signoff process does not allow the project manager to begin the project. A requirements signoff process is usually done after the project has been initiated and the business analysis activities have been conducted. The project manager can begin the project after the project charter has been authorized, which defines the project purpose, objectives, scope, deliverables, milestones, roles and responsibilities, budget, and risks5.

References:

3 Quick Tips for Requirements Sign-off - Business Analyst Learnings, section “3 Quick Tips for Requirements Sign-off”

How to Get Meaningful Sign-Off on Requirements - Bridging the Gap, section “How to Get Meaningful Sign-Off on Requirements”

Business Analysis Expert Certification, CCBA® | IIBA®, section “BABOK® Guide v3”, chapter 3, section 3.1

What is Project Management | PMI, first paragraph

Project Charter, section “Description of Change”

The matrix documentation approach is used to specify and model requirements that are complex but uniform in structure. This means that the requirements can be broken down into simple elements that can be inputted into a matrix. A matrix is a rectangular array of numbers, symbols, or expressions, arranged in rows and columns. Matrices can be used to represent various types of requirements, such as data dictionaries, gap analysis, requirements traceability, and business rules analysis. Matrices can help to communicate information to a specific audience, confirm information, identify information gaps, and prevent the duplication of information. References:

Specifying and modeling requirements – The Functional BA

Selecting Requirements Documentation Techniques for Software Projects: a Survey Study