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

The work breakdown structure (WBS) is not an input to the requirements management and communication knowledge area, but an output of the solution scope definition task. The WBS is a hierarchical decomposition of the solution scope into smaller and manageable components, such as deliverables, work packages, and activities. The WBS helps to plan, monitor, and control the project work and resources. The other options are correct inputs to the requirements management and communication knowledge area, as they provide the information and guidance needed to manage and communicate the requirements effectively and efficiently. The requirement management plan describes how the requirements will be elicited, analyzed, documented, validated, and controlled throughout the project. The business analysis communication plan describes how the communication needs and expectations of the stakeholders will be met, including the methods, frequency, format, and distribution of the business analysis communications. The solution scope defines the boundaries and features of the solution that will address the business problem or opportunity. References:

Work Breakdown Structure (WBS) In Project Management

Business Analysis Knowledge Areas Explained as per BABoK

As a business analyst, you’ll need to gather all of the following …

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”

The number and impact of change requests often increase towards the end of the project, as this is the stage where the solution is tested, validated, and deployed, and the stakeholders may discover new or changing needs, expectations, or issues that require modifications to the solution12. Change requests are formal proposals for altering the requirements, deliverables, or processes of the project or the solution3. Change requests can have positive or negative effects on the project scope, schedule, budget, quality, or benefits, and they need to be managed and controlled effectively4. The other options are not stages where the number and impact of change requests often increase, as they either occur earlier in the project life cycle, where the changes are less likely or less costly, such as during project planning (A), once the project scope is reviewed (B), or at the launch of the project (D), or they are not relevant to the CCBA certification, which is based on the BABOK® Guide, which does not mention change requests as a technique or a task. 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, [A GUIDE TO THE BUSINESS ANALYSIS BODY OF KNOWLEDGE]

Brainstorming is a technique that involves generating a large number of ideas from a group of participants in a creative and spontaneous manner. The purpose of brainstorming is to explore different perspectives, stimulate innovation, and identify potential solutions. One of the rules for brainstorming is to allow any ideas for possible solutions, even if they are not in the defined area of interest. This rule encourages participants to think outside the box, avoid criticism or judgment, and build on each other’s ideas. This rule can help to generate more diverse and original ideas, and to discover new opportunities or connections12

Option A is incorrect because creating a goal for the number of ideas the group should generate is not a rule for brainstorming. While having a goal can help to motivate and focus the group, it can also limit the creativity and quality of the ideas. The goal should be flexible and realistic, and not compromise the purpose of brainstorming3

Option C is incorrect because setting a time limit for the session is not a rule for brainstorming. While having a time limit can help to manage the session and avoid wasting time, it can also pressure the group and hinder the flow of ideas. The time limit should be appropriate and adjustable, and not interfere with the process of brainstorming4

Option D is incorrect because rating each idea that is generated is not a rule for brainstorming. Rating ideas is a part of the evaluation and selection process, which should be done after the brainstorming session. Rating ideas during the session can discourage the group and reduce the quantity and diversity of the ideas. The rule is to defer judgment and evaluation until all the ideas are generated12 References: Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 7.1: Brainstorming; Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 6: Elicitation and Collaboration, Lesson 6.2: Prepare for Elicitation; Business Analysis Body of Knowledge (BABOK® Guide), Section 10.1: Brainstorming, 10.1.3.2: Time Limit; Doing Better Brainstorming: A Business Analyst’s Guide.

The only input to the task of defining assumptions and constraints is stakeholder concern. Stakeholder concern is any issue, expectation, need, or preference that affects or is affected by the project or the solution. Stakeholder concern helps to identify the factors that may limit or influence the feasibility, desirability, or viability of the solution. The other options are not inputs to the task of defining assumptions and constraints, but outputs or inputs of other tasks. The business case, the prioritized requirements, and the requirements are all outputs or inputs of the enterprise analysis knowledge area, not the requirements analysis knowledge area. References:

What can be considered the only input to the task of defining …

Business Analysis Knowledge Areas Explained as per BABoK

Specifying and modeling requirements – The Functional BA

To answer this question, you need to compare the total cost of ownership (TCO) of the two solutions over time. The TCO is the sum of the initial cost and the recurring cost multiplied by the number of months. You can set up an equation to find the break-even point where the TCO of the two solutions are equal:

286,000 + 2,400x = 239,000 + 2,850x

Solving for x, you get x = 64. This means that after 64 months, the TCO of the two solutions will be the same. Therefore, you need to use your in-house solution for more than 64 months to be more cost effective than the vendor’s solution.

References:

Business Analysis Expert Certification, CCBA® | IIBA®, section “Business Analysis Planning and Monitoring”, subsection “Plan Business Analysis Approach”.

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), version 3, chapter 3, section 3.1.4.

The plan business analysis approach is a task under the business analysis planning and monitoring knowledge area, which involves defining the appropriate level of detail, formality, and complexity of the business analysis activities and deliverables12. The plan business analysis approach is required to select an approach that will perform business analysis, such as predictive, adaptive, or hybrid3. The other options are not true statements regarding the plan business analysis approach, as they describe different aspects of the business analysis planning and monitoring process, such as estimating the budget (A), defining the processes ©, or estimating the time (D) for the business analysis work2. References: Business Analysis Expert Certification, CCBA® | IIBA®, Business Analysis Certification Competencies, CCBA® | IIBA®, The Ultimate Guide to Business Capability Analysis

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

Voice mails are not a valid method for documenting elicitation because they are not reliable, consistent, or traceable. Voice mails can be easily deleted, distorted, or misunderstood. They do not provide a clear record of the elicitation results, nor do they allow for verification, validation, or feedback from the stakeholders. The other methods, such as whiteboards, audio recordings, and written documentation, are valid methods for documenting elicitation because they can capture the information, insights, and agreements from the elicitation activities in a more structured, accessible, and transparent way12. References:

1: BABOK® Guide, Version 3.0, p. 39

2: Business Analysis Elicitation and Collaboration (IIBA -ECBA)

Enterprise architecture is an input for stakeholder analysis that describes the organizational units that exist and their interactions with one another. It provides a holistic view of the organization’s structure, processes, systems, and goals, and how they are aligned and integrated. Enterprise architecture helps to identify the stakeholders who are involved in or affected by the business analysis activities and 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 inputs and outputs

 Business goals and objectives are statements of the desired outcomes that the organization wants to achieve through its initiatives and projects. They are not the means to achieve those outcomes, but the ends themselves. Business goals and objectives provide the context and direction for enterprise analysis, as they help to identify and prioritize the business needs and opportunities that align with the strategic vision of the organization. References:

Capability in Business Analysis™ (CCBA®) Certification Handbook, page 10

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), version 3, page 35

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