Question # 1
| The business need is considered to be the most critical step in the business analysis effort. Why is the definition of the business need considered the most critical step? | | A. The business need defines the problem the business analyst is finding a solution for. | | B. The business need defines the solution for the business problem. | | C. The business need takes the longest time and costs most of the business analysis efforts. | | D. The definition of the business need determines future solutions, stakeholders, and approaches. |
D. The definition of the business need determines future solutions, stakeholders, and approaches.
Explanation:
The business need is the reason why a project or initiative is undertaken by an organization. It describes the problem or opportunity that the organization faces and how it aligns with the organizational goals and objectives. The definition of the business need is the most critical step in the business analysis effort because it sets the direction and scope for the rest of the activities. It helps to identify the potential solutions, the stakeholders who are affected by or involved in the change, and the best approach to conduct the business analysis work. A clear and agreed-upon definition of the business need is essential for ensuring the alignment of the project outcomes with the organizational strategy and stakeholder expectations.
References:
Business Analysis Certification Competencies, CCBA® | IIBA®, [BABOK® Guide v3]
Question # 2
When a business analyst is using alternative generation, what should she always include as an output?
| | A. The cost of all requirements, some requirements, and a few core requirements | | B. The schedule of implementation for each solution | | C. The option of doing nothing | | D. The cost of each solution |
C. The option of doing nothing
Explanation:
According to the BABOK® Guide, alternative generation is a technique that involves identifying and exploring different ways to achieve the desired outcomes. One of the outputs of this technique is the option of doing nothing, which means maintaining the current state without implementing any changes. This option should always be included as a baseline for comparison with other alternatives and to assess the value of change. References: BABOK® Guide, page 72; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”
Question # 3
| You are the business analyst for your organization and you're working with Adam on business analysis processes. Adam allows the business analysis activities and resources to exist in support of the organization. Of the following, what type of business analysis stakeholder is Adam? | | A. Project manager | | B. Domain subject matter expert | | C. Sponsor | | D. Regulator |
C. Sponsor
Explanation:
A sponsor is a business analysis stakeholder who authorizes, funds, and supports the business analysis activities and resources in order to achieve the desired business outcomes. A sponsor is typically a senior executive or manager who has the authority and influence to approve and prioritize the project scope, budget, and schedule. A sponsor also provides strategic direction, resolves issues, and champions the project within the organization. A business analyst works closely with the sponsor to understand their needs, expectations, and goals, and to communicate the project status, risks, and benefits.
References: The role and responsibilities of a sponsor are described in the BABOK Guide, version 3, under the section 2.2 Stakeholders1. The CCBA Certification Study Guide, version 3, also covers this topic under the chapter 5 Elicitation and Collaboration2. Additionally, the Business Analysis for Practitioners: A Practice Guide provides a detailed explanation of how to engage and manage sponsors throughout the project life cycle
Question # 4
What tool is best described as a spreadsheet to use when there's a relatively low amount of requirements that need to be traced?
| | A. Roles and responsibilities chart | | B. Quantitative matrix | | C. Coverage matrix | | D. RACI Chart |
C. Coverage matrix
Explanation:
Requirements traceability is the process of linking requirements to other related artifacts, such as design elements, test cases, or issues, throughout the project life cycle. Requirements traceability helps to ensure that the requirements are aligned with the project objectives, validated by the stakeholders, and verified by the testers. Requirements traceability also supports change management, impact analysis, and quality assurance.
There are different tools and techniques that can be used to implement requirements traceability, depending on the size, complexity, and nature of the project. One of the simplest and most common tools is a spreadsheet, which can be used to create a requirements traceability matrix (RTM). An RTM is a table that lists the requirements in one axis and the related artifacts in another axis, and shows the relationships between them using symbols, colors, or codes. An RTM can be used when there is a relatively low amount of requirements that need to be traced, and when the project team is familiar with the spreadsheet software.
A spreadsheet-based RTM has some advantages, such as being easy to create, update, and share, and being flexible and customizable. However, it also has some limitations, such as being prone to errors, inconsistencies, and duplication, and being difficult to maintain, scale, and integrate with other tools. Therefore, for larger or more complex projects, it may be more suitable to use a dedicated requirements management tool that supports traceability features, such as SpiraTeam1, codeBeamer2, or Modern Requirements3
Question # 5
All of the following are examples of elicitation techniques that are used as part of the business analyst elicitation task except for which one?
| | A. Brainstorming | | B. Observation | | C. Decomposition | | D. Prototyping |
C. Decomposition
Explanation:
Decomposition is not an elicitation technique, but a technique for analyzing and structuring complex or large problems, processes, or systems into smaller and simpler components. Elicitation techniques are used to discover, explore, and communicate the needs and expectations of stakeholders. Examples of elicitation techniques are brainstorming, observation, prototyping, interviews, surveys, workshops, etc.
References:
Certification of Capability in Business Analysis (CCBA) Handbook, page 10
[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], pages 38-39, 50-51
Question # 6
| Which of the following describes the organizational policies, procedures, forms, and methodologies the business analyst is to follow? | | A. Organizational process asset | | B. Enterprise architecture | | C. Business need | | D. Matrix structure |
A. Organizational process asset
Explanation:
An organizational process asset is a term that describes the organizational policies, procedures, forms, and methodologies that the business analyst is to follow. These are the established practices and guidelines that the organization has developed and maintained over time, and they provide a framework for conducting business analysis activities. Organizational process assets may include templates, standards, checklists, tools, best practices, lessons learned, and other resources that can help the business analyst perform their tasks more efficiently and effectively.
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 outputs123. You can also find some useful resources and sample questions from other sources
Question # 7
| A business analyst (BA) has been hired to validate a project's requirements. A series of meetings with stakeholders have been scheduled to walk through each requirement as it relates to the desired future state of the organization. The desired outcome of this exercise is to ensure that all requirements: | | A. link to user stories. | | B. are articulated correctly. | | C. are funded by the business sponsors. | | D. support the delivery of needed value. |
D. support the delivery of needed value.
Explanation:
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.
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