CCBA Exam Dumps - Certification of Capability in Business Analysis (CCBA)

According to the CCBA® certification, one of the main objectives of business analysis is to identify and evaluate opportunities for better business outcomes12. One of the ways to achieve this is to increase efficiencies by streamlining business processes, eliminating waste, and enhancing productivity34. By automating repetitive tasks that require multiple staff touchpoints, the BA can reduce human errors, save time, and improve quality, which are all indicators of increased efficiency.

References: CCBA Career Guide, Business Analysis Expert Certification, CCBA® | IIBA®, About Certification of Capability in Business Analysis (CCBA), Certification of Capability in Business Analysis™ (CCBA®)

According to the BABOK® Guide, non-functional requirements analysis is a technique that is used to examine and group requirements that describe the quality attributes of a solution, such as efficiency, capacity, security, and scalability. Non-functional requirements analysis helps to ensure that the solution meets the expected standards of performance, reliability, usability, and maintainability. Non-functional requirements analysis also helps to identify trade-offs and dependencies among different quality attributes. References: BABOK® Guide, Version 3, Chapter 10, Section 10.32; Business Analysis Expert Certification, CCBA® | IIBA®, Section “What Should I know to be CCBA Certified?”

According to the Capability in Business Analysis™ (CCBA®) guidelines, a derive traceability relationship is one where a requirement is derived from another requirement, typically from a higher level to a lower level12. A functional requirement to provide a user login screen is an example of a derived requirement, as it is derived from a stakeholder requirement for an online system. A derived requirement is not explicitly stated by the stakeholder, but is necessary to satisfy the stakeholder requirement.

References: The CCBA® learning documents, which can be found on the IIBA website12, describe the various types of traceability relationships that a business analyst can use to understand and manage the requirements, including the derive relationship. Additionally, the IIBA Bookstore offers resources that provide further insights into the objectives and best practices for business analysis, including the use of traceability matrix345.

 A solution performance assessment is an output of the assess capability gaps process, not an input. A solution performance assessment evaluates how well the current or proposed solutions meet the business needs and objectives. It identifies the strengths and weaknesses of the solutions and provides recommendations for improvement1

The inputs of the assess capability gaps process are:

• Enterprise architecture: This is a description of the structure, components, and relationships of the organization and its environment. It provides a holistic view of the current and desired states of the organization and its capabilities2
• Solution scope: This is a statement that defines the boundaries and deliverables of the solution. It specifies what the solution will and will not include, and what problems or opportunities it will address3
• Business need: This is a statement that articulates the problem or opportunity that the organization faces. It defines the gap between the current and desired states of the organization and its capabilities.

References: Business Analysis Body of Knowledge (BABOK® Guide), Section 6.1: Assess Capability Gaps, 6.1.3: Outputs; Business Analysis Body of Knowledge (BABOK® Guide), Section 6.1: Assess Capability Gaps, 6.1.2.1: Enterprise Architecture; Business Analysis Body of Knowledge (BABOK® Guide), Section 6.1: Assess Capability Gaps, 6.1.2.2: Solution Scope; [Business Analysis Body of Knowledge (BABOK® Guide)], Section 6.1: Assess Capability Gaps, 6.1.2.3: Business Need.

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?”

 The business analysis approach is the methodology and process that will be used to conduct business analysis activities and deliver business analysis outputs. The business analysis approach can be either plan-driven or change-driven, depending on the nature and context of the project. A plan-driven approach is a predictive methodology that follows a sequential and structured process, where the requirements and the solution are fully defined before implementation begins. A change-driven approach is an adaptive methodology that follows an iterative and flexible process, where the requirements and the solution are continuously refined and validated through feedback and collaboration1

The primary inputs to the business analysis approach are:

• Organizational process assets: These are the policies, procedures, standards, templates, and tools that are available within the organization and that can influence the selection and execution of the business analysis approach. For example, the organization may have a preferred or mandated methodology, a set of best practices, or a repository of historical data that can guide the business analysis activities2
• Expert judgement: This is the knowledge and experience of subject matter experts who can provide guidance and recommendations on the most suitable business analysis approach for the project. For example, the experts may include senior business analysts, project managers, stakeholders, or external consultants who have expertise in the domain, the industry, the technology, or the methodology3
• Business need: This is the problem or opportunity that the project aims to address. It defines the gap between the current and desired states of the organization and its capabilities. The business need can influence the choice of the business analysis approach based on factors such as the urgency, complexity, uncertainty, and value of the need4
• Penalty of not seizing the opportunity: This is the potential loss or risk that the organization may incur if the project fails to deliver the expected benefits or outcomes. It reflects the importance and priority of the project for the organization and its stakeholders. The penalty of not seizing the opportunity can influence the choice of the business analysis approach based on factors such as the scope, quality, cost, and time of the project.

References: Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Plan Business Analysis Approach, 5.1.1: Purpose; Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Plan Business Analysis Approach, 5.1.2.1: Organizational Process Assets; Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Plan Business Analysis Approach, 5.1.2.2: Expert Judgement; Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Plan Business Analysis Approach, 5.1.2.3: Business Need; [Business Analysis Body of Knowledge (BABOK® Guide)], Section 5.1: Plan Business Analysis Approach, 5.1.2.4: Penalty of Not Seizing the Opportunity.

 A change-driven business analysis approach is a type of approach that focuses on the rapid delivery of business value in short iterations. It is typically used in agile or adaptive projects that embrace change and uncertainty, and that require frequent feedback and collaboration from the stakeholders. A change-driven approach allows the business analyst to elicit, analyze, specify, and validate requirements in an incremental and iterative manner, and to respond to changing needs and priorities12. Risk-driven, profit-driven, and risk-laden are not types of business analysis approaches, but rather factors that may influence the selection of an approach3. References:

• 1: BABOK® Guide, Version 3.0, p. 34
• 2: Business Analysis Expert Certification, CCBA® | IIBA®
• 3: The Ultimate Guide to Business Capability Analysis

According to the BABOK® Guide, implementation subject matter experts are “stakeholders who have specialized knowledge of the technologies, tools, or techniques that will be used to implement the solution” (p. 15). They need detailed technical interface requirements to understand how the solution components will interact with each other and with external systems. Technical interface requirements specify the characteristics, formats, protocols, and standards of the data exchange between the solution and other systems (p. 36). The other options are not correct because:

• Project manager is “the stakeholder who is accountable for the delivery of a specific project” (p. 14). They need high-level information about the requirements, such as scope, schedule, budget, and risks, but not detailed technical interface requirements.
• Testers are “stakeholders who are responsible for verifying that the solution meets the specified requirements and quality standards” (p. 15). They need testable and measurable requirements, such as functional, non-functional, and quality requirements, but not detailed technical interface requirements.
• Regulators are “stakeholders who have the authority to impose rules or standards on the solution or the domain” (p. 15). They need compliance and regulatory requirements, such as legal, ethical, and social requirements, but not detailed technical interface requirements. References:
• BABOK® Guide, p. 14-15, 36
• Everything You Wanted to Know About Interface Requirements, section “What is an Interface Requirement?”