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

According to the BABOK Guide, a plan-driven approach is an approach that plans upfront with maximum control of what the expected implementation would be. The waterfall project methodology supports a predictive approach in planning. In this approach, the business analyst defines the requirements at a high level and then seeks formal approval from the stakeholders before proceeding to the next phase of the project. This ensures that the scope and objectives of the project are clear and agreed upon by all parties involved. The initial requirements are also known as the business requirements or the scope statement. They provide a broad overview of the problem or opportunity, the desired outcomes, the assumptions, constraints, and risks. The initial requirements are usually documented in a business case, a project charter, or a statement of work. The initial requirements must be formally approved by the stakeholders before the business analyst can begin capturing and defining the requirements at a deeper level of detail, such as the stakeholder, functional, non-functional, transition, and quality requirements. These detailed requirements are usually documented in a requirements specification, a use case model, a data model, a process model, or other artifacts. The detailed requirements must also be validated and verified by the stakeholders before they can be implemented by the solution team. References:

BABOK Guide, section 3.1 Plan Business Analysis Approach, page 38-40

How to Choose the Right Business Analysis Approach, section Waterfall Approach, page 1-2

Defining the Business Analysis Approach in 2023, section What is a Business Analysis Approach?, page 1

Job observation is a technique that involves observing and documenting the tasks, activities, and behaviors of a stakeholder or a group of stakeholders in their work environment. It helps to elicit information about the current state of the business processes, the roles and responsibilities of the stakeholders, the problems and issues they face, and the opportunities for improvement. Job observation can be done in different ways, such as:

Job shadowing: This is a process of following and observing a stakeholder as they perform their work tasks. It allows the business analyst to gain a firsthand and detailed understanding of the stakeholder’s perspective, needs, challenges, and expectations. Job shadowing can also facilitate rapport and trust building between the business analyst and the stakeholder12

Video or audio recording: This is a process of capturing the work tasks and activities of a stakeholder or a group of stakeholders using a video or audio device. It allows the business analyst to review and analyze the recorded data at a later time, and to identify patterns, trends, gaps, and inconsistencies. Video or audio recording can also provide a visual or auditory evidence of the current state of the business processes3

Work sampling: This is a process of observing and recording the work tasks and activities of a stakeholder or a group of stakeholders at random intervals over a period of time. It allows the business analyst to estimate the frequency, duration, and variability of the work tasks and activities, and to measure the productivity, efficiency, and quality of the work performance. Work sampling can also provide a statistical representation of the current state of the business processes.

The other options are not elicitation processes that are part of job observation, but they are related to other business analysis knowledge areas or techniques:

Identifying stakeholders: This is a process of determining who are the individuals or groups that have an interest or influence on the project or the solution, and what are their needs, expectations, and level of involvement. It helps to plan and execute the stakeholder engagement and communication strategies, and to manage the stakeholder relationships. Identifying stakeholders is part of the business analysis planning and monitoring knowledge area.

Defining and determining business analysis processes: This is a process of establishing and documenting the business analysis approach, activities, tasks, deliverables, roles, responsibilities, and governance. It helps to plan, monitor, and control the business analysis work, and to align it with the project objectives and stakeholder preferences. Defining and determining business analysis processes is part of the business analysis planning and monitoring knowledge area.

Planning how requirements will be approached, traced, and prioritized: This is a process of defining and documenting the requirements management plan, which specifies how the requirements will be elicited, analyzed, documented, validated, verified, approved, communicated, traced, prioritized, changed, and maintained. It helps to ensure the quality, consistency, and alignment of the requirements with the stakeholder needs and expectations. Planning how requirements will be approached, traced, and prioritized is part of the business analysis planning and monitoring knowledge area.

References:

Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 7.4: Requirements Elicitation, p. 79-80.

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 4: Elicitation and Collaboration, Section 4.2: Elicitation Techniques, p. 70-71.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 6: Elicitation and Collaboration, Lesson 6.3: Conduct Elicitation, p. 8-9.

[Business Analysis Body of Knowledge (BABOK® Guide)], Version 3, Chapter 4: Elicitation and Collaboration, Section 4.2: Elicitation Techniques, p. 71-72.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 6: Elicitation and Collaboration, Lesson 6.3: Conduct Elicitation, p. 10-11.

[Business Analysis Body of Knowledge (BABOK® Guide)], Version 3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.2: Plan Stakeholder Engagement, p. 34-35.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.2: Conduct Stakeholder Analysis, p. 6-7.

[Business Analysis Body of Knowledge (BABOK® Guide)], Version 3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.1: Plan Business Analysis Approach, p. 31-33.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.1: Plan Business Analysis Approach, p. 6-7.

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

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

 Prototyping is a business analysis technique that allows a business analyst (BA) to create a preliminary version of a solution, enabling stakeholders to visualize and interact with its appearance and capabilities before the final product is developed. This helps in clarifying requirements and can lead to more accurate and user-centered solutions.

References: The information is verified as per the Capability in Business Analysis™ (CCBA®) Learning documents, specifically the CCBA Handbook and the IIBA website, which outline the use of prototyping as a technique to model business processes and identify opportunities for better business outcomes

The BA should select CRUD (Create, Read, Update, and Delete) matrix as the technique that would be appropriate for determining how and who uses data across the identified processes. CRUD matrix is a table that shows the actions that different roles or stakeholders can perform on data entities or objects within a system or solution. CRUD matrix can help to define the data access rights and permissions for each role or stakeholder, as well as the data dependencies and interactions among processes.

The other options are incorrect because:

Option A is incorrect because stakeholder list, map, or personas are not techniques for determining how and who uses data, but techniques for identifying and analyzing stakeholders. Stakeholder list, map, or personas are tools that provide information about the characteristics, needs, expectations, and influences of stakeholders. Stakeholders are individuals or groups who have an interest or stake in a change or solution.

Option B is incorrect because data dictionary is not a technique for determining how and who uses data, but a technique for defining and describing data. Data dictionary is a repository that contains the definitions, attributes, formats, and relationships of data elements or objects within a system or solution. Data dictionary can help to standardize and document the data requirements and specifications for a solution.

Option D is incorrect because decision model is not a technique for determining how and who uses data, but a technique for modeling and analyzing decisions. Decision model is agraphical representation of the logic, rules, criteria, and outcomes of decisions within a system or solution. Decision model can help to simplify and clarify the decision-making process and its impact on the solution.

References:

BABOK Guide v3, section 10.16: CRUD Matrix

CCBA Practice Test, question 5

 The correct answer is D. The BA will be ensuring that the performance measures align with other measures within the broader context of the solution. This means that the performance measures are consistent with the business goals, objectives, and strategies of the organization and the stakeholders. The performance measures should also be aligned with the expected benefits and outcomes of the solution. This will help to evaluate the effectiveness and efficiency of the solution and its impact on the business value.

The other options are incorrect because:

Option A is incorrect because performance measures can be both qualitative and quantitative, depending on the nature and scope of the solution and the stakeholder needs. Qualitative measures are based on subjective judgments, opinions, or perceptions, while quantitative measures are based on numerical data, statistics, or calculations.

Option B is incorrect because aligning performance measures to industry benchmarks is not a validation technique, but a comparison technique. Industry benchmarks are standards or best practices that can be used to compare or evaluate the performance of a solution against similar solutions in the same domain or sector. However, industry benchmarks may not reflect the specific needs and expectations of the stakeholders or the organization.

Option C is incorrect because writing performance measures in the correct format, using the agreed standards and terminology, is not a validation technique, but a documentation technique. The format and language of performance measures should be clear, concise, and consistent, but they do not guarantee that the performance measures are relevant, feasible, or reliable.

References:

BABOK Guide v3, section 7.6: Validate Requirements

CCBA Practice Test, question 9

 A predictive development process is a type of approach that follows a predefined and detailed plan for delivering the solution, with minimal changes and uncertainties1. A predictive development process is suitable for the initiative that has a short deadline and a regulatory mandate, as it can help the BA and the stakeholders to ensure that the solution meets the compliance requirements and the schedule constraints. A predictive development process can also help to manage the risks and expectations of the stakeholders, as it provides clear and consistent scope, requirements, and deliverables2. The other options are not the best approaches for the initiative, as they may not be able to handle the complexity and urgency of the project. A crystal clear development process is a type of agile approach that focuses on collaboration, communication, and feedback, with frequent iterations and adjustments3. A Kanban development process is a type of lean approach that visualizes theworkflow, limits the work in progress, and optimizes the flow of value. An adaptive development process is a type of approach that responds to changes and uncertainties, with flexible and iterative planning and delivery. References:

1: Predictive Development Process: Definition, Characteristics and Examples

2: Why Use a Predictive Development Process?

3: Crystal Clear Development Process: Definition, Principles and Practices

: [Kanban Development Process: Definition, Principles and Practices]

: [Adaptive Development Process: Definition, Characteristics and Examples]

 The BA should improve the stakeholder’s ability to understand the requirements by following the IEEE/ISO 29148 requirements standards. This is because IEEE/ISO 29148 is an international standard that provides guidelines for developing good quality requirements. The standard covers aspects such as requirements processes, elicitation, analysis, documentation, validation, and management. Following the standard can help to ensure that the requirements are clear, complete, consistent, traceable,verifiable, and modifiable. The other options are not as effective or comprehensive as following the standard. References:

IEEE/ISO 29148: Systems and software engineering — Life cycle processes — Requirements engineering

CCBA Practice Test, question 101

Correct terminology is essential for ensuring a common understanding of the requirements among stakeholders. It helps to avoid ambiguity, confusion, and misinterpretation. Appropriate templates, consistent referencing, and key performance indicators are also useful for eliciting and managing requirements, but they are not sufficient to ensure clarity and comprehension. References: BABOK Guide v3, page 50; CCBA Mock Test, question 4

The cost of tracing is the factor that takes precedence while determining the requirements traceability approach. Requirements traceability is the ability to track a requirement from its origin to its realization in a solution1. Requirements traceability helps to ensure that the requirements are aligned with the business need, the solution scope, and the test cases. However, requirements traceability also involves effort and resources to establish and maintain the links between requirements and other artifacts. Therefore, the cost of tracing should be balanced with the benefits of traceability, and the level of traceability should be appropriate for the project context and complexity2. The otherfactors, such as number of defects, number of stakeholders, and cost of testing, are not directly related to the requirements traceability approach, although they may influence the decision on how much traceability is needed. References:

1: BABOK® Guide v3, Chapter 6: Requirements Life Cycle Management, Section 6.4: Maintain Requirements

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

 The predictive approach provides the appropriate level of formality for this project. The predictive approach is a method of planning and managing projects that follows a predefined and sequential process. The predictive approach aims to define the scope, requirements, and deliverables of the project upfront and minimize changes during the implementation. The predictive approach is suitable for projects that have a clear and stable vision, well-understood requirements, and low uncertainty or risk.

The other options are incorrect because:

Option B is incorrect because the reactive approach does not provide the appropriate level of formality for this project. The reactive approach is a method of planning and managing projects that responds to changes and issues as they arise. The reactive approach does not follow a predefined or sequential process, but adapts to the changing needs and expectations of the stakeholders. The reactive approach is suitable for projects that have a vague or evolving vision, unclear or changing requirements, and high uncertainty or risk.

Option C is incorrect because the proactive approach does not provide the appropriate level of formality for this project. The proactive approach is a method of planning and managing projects that anticipates and prevents potential problems or opportunities before they occur. The proactive approach involves identifying, analyzing, and mitigating risks, as well as enhancing benefits and value. The proactive approach is suitable for projects that have a complex or dynamic environment, multiple or conflicting stakeholder interests, and significant impacts or dependencies.

Option D is incorrect because the adaptive approach does not provide the appropriate level of formality for this project. The adaptive approach is a method of planning and managing projects that delivers the solution in increments or iterations. The adaptive approach involves frequent feedback, collaboration, and testing to ensure that the solution meets the stakeholder needs and expectations. The adaptive approach is suitable for projects that have an emergent or innovative vision, flexible or variable requirements, and moderate uncertainty or risk.

References:

BABOK Guide v3, section 3.2: Plan Business Analysis Approach

CCBA Exam Questions, question 21

 The business analyst (BA) should use penalties as a factor to guide the stakeholders when assigning a priority for the requirements that address compliance with regulations regarding access for people with disabilities. Penalties are the negative consequences or costs that may result from not implementing a requirement1. In this case, the penalties may include legal actions, fines, reputational damage, or loss of customers if the new customer portal does not comply with the accessibility regulations. Therefore, the BA should advise the stakeholders to assign a high priority to these requirements to avoid or minimize the penalties.

References: The answer is based on the BABOK® Guide, which is a key resource for the CCBA® certification. Specifically, it relates to the Business Analysis Planning and Monitoring knowledge area, where prioritizing requirements is a key task for the BA23. It also relates to the Requirements Life Cycle Management knowledge area, where the BA should manage changes to the requirements and communicate them to the stakeholders24. Additionally, the answer is supported by the web searchresults from the tool invocation, which provide more information and examples of prioritizing requirements based on penalties5

 According to the BABOK® Guide, risk attitude is the degree to which an organization or stakeholder is willing to accept or avoid risk. There are four types of risk attitudes: risk neutral, risk averse, risk tolerant, and risk seeking. A risk neutral attitude means that the organization or stakeholder is indifferent to risk and makes decisions based on the expected value of the outcomes. A risk averse attitude means that the organization or stakeholder prefers to avoid risk and is willing to accept a lower return or pay a premium to reduce the uncertainty. A risk tolerant attitude means that the organization or stakeholder is willing to accept risk and is not concerned about the variability of the outcomes. A risk seeking attitude means that the organization or stakeholder prefers to take risk and is attracted by the possibility of higher returns or rewards. In this scenario, the corporation’s attitude towards risk is risk averse, as it decided to cancel the initiatives that were driven by the government regulations based on the prediction of an industry thought leader. This shows that the corporation prefers to avoid the risk of investing in projects that may become obsolete or non-compliant due to the regulatory changes, and is willing to forego the potential benefits of those projects. References:

[BABOK® Guide], section 10.1: Risk Analysis and Management

CCBA Exam Questions & Answers with Explanations, question 130

Elicitation workshops are a technique that involves bringing together a group of stakeholders to elicit, analyze, and validate requirements for a project. Elicitation workshops require careful planning, preparation, and facilitation to ensure that the objectives are met and the outcomes are documented. Elicitation workshops also depend on the participation and collaboration of the relevant stakeholders, especially the subject matter experts who have the knowledge and expertise on the project domain.

If the business analyst has set up a number of elicitation workshops with key subject matter experts on a new project, and one of them has not responded to any invitations, the business analyst should proceed with the first workshop and capture the non-response as a project issue for the project manager to address. This is the best course of action because it allows the business analyst to continue with the planned elicitation activities and avoid delays or disruptions to the project schedule. It also ensures that the non-response is communicated and escalated to the appropriate authority, who can take the necessary actions to resolve the issue and ensure the involvement and input of the legal SME in the future workshops.

References: BABOK Guide v3, page 54; CCBA Mock Test, question 6

The BA needs to take into account the size and complexity of the change when deciding how to structure the information. This means that the BA should consider how the change will affect thescope, scale, and interdependencies of the solution and its components. The BA should also consider how the change will impact the stakeholders, their needs, expectations, and preferences. The BA should structure the information in a way that is appropriate, relevant, and understandable for the change.

The other options are incorrect because:

Option A is incorrect because the level of experience with the repository tool is not a factor that the BA needs to take into account when deciding how to structure the information. The repository tool is a tool that enables storing, organizing, and retrieving information. The level of experience with the repository tool may affect how the BA uses the tool, but not how the BA structures the information.

Option B is incorrect because the number of stakeholders to be consulted is not a factor that the BA needs to take into account when deciding how to structure the information. The number of stakeholders to be consulted may affect how the BA elicits, communicates, and manages information, but not how the BA structures the information.

Option D is incorrect because the governance and engagement approach to be used is not a factor that the BA needs to take into account when deciding how to structure the information. The governance and engagement approach to be used may affect how the BA plans, monitors, and controls information, but not how the BA structures the information.

References:

BABOK Guide v3, section 4.5: Requirements Architecture

CCBA Exam Questions, question 17

The requirement viewpoint that will help the BA provide information on how requirements are structured is the business process model. A business process model is a graphical representation of the activities, events, flows, and roles that are involved in a business process. A business process model can help the BA to structure the requirements in terms of inputs, outputs, triggers, and outcomes of a business process.

The other options are incorrect because:

Option A is incorrect because a state model is not a requirement viewpoint that will help the BA provide information on how requirements are structured, but a requirement viewpoint that will help the BA provide information on how an entity or an object changes its state or behavior in response to events or conditions. A state model is a graphical representation of the states, transitions, and actions of an entity or an object within a system or solution.

Option B is incorrect because a business capability analysis is not a requirement viewpoint that will help the BA provide information on how requirements are structured, but a requirement viewpoint that will help the BA provide information on what an organization needs or wants to achieve its goals or outcomes. A business capability analysis is a technique that identifies and evaluates the capabilities or skills that enable an organization to perform its functions or processes.

Option D is incorrect because data streams are not a requirement viewpoint that will help the BA provide information on how requirements are structured, but a requirement viewpoint that will help the BA provide information on how data flows and transforms within a system or solution. Data streams are sequences or patterns of data that are produced or consumed by a system or solution.

References:

BABOK Guide v3, section 10.8: Business Process Modeling

CCBA Exam Questions, question 20