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

The user stories approach for requirements organization is a technique that captures the stakeholder’s needs and expectations in a concise and structured format. A user story consists of three elements: a role, an action, and a benefit. It follows the template: "As a , I want to , so that "12. For example, “As a customer, I want to pay with a credit card, so that I can earn rewards points”. User stories help to identify the requirements that the solution will need to support, as well as the value proposition and the acceptance criteria for each requirement3. The other options are not accurate descriptions of the user stories approach for requirements organization. References:

• 1: BABOK® Guide, Version 3.0, p. 140
• 2: Tips for writing user stories as a business analysis professional | IIBA®
• 3: A Comprehensive Guide to CCBA Certification - Business Analysis Blog

The task of verifying requirements is used to ensure that the requirements are ready for formal review and validation by the customers and for defining the information to allow additional work to be performed. This means that the requirements are checked for quality attributes such as clarity, completeness, consistency, testability, and traceability. The verification process also helps to identify any gaps, issues, or dependencies that need to be resolved or addressed before proceeding to the next phase of the business analysis work.

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 sources45.

According to the Capability in Business Analysis™ (CCBA®) Learning documents, a stakeholder is anyone who has an interest or influence in the project or its outcome1. Stakeholders can have different levels of power, interest, impact, and influence on the project, and they can be internal or external to the organization2. However, no stakeholder group is more important than another, as they all contribute to the project’s success in different ways. The project manager’s role is to identify, analyze, engage, and manage the stakeholders throughout the project lifecycle, and to balance their needs, expectations, and interests3. The project manager should also communicate effectively with the stakeholders, and ensure that their feedback, input, and approval are obtained at the appropriate stages of the project4.

References:

• Business Analysis Expert Certification, CCBA® | IIBA®, section “BABOK® Guide v3”, chapter 2, section 2.1
• Stakeholder in Project Management - Techcanvass, section “Types of Stakeholders”
• Stakeholder Management | Its Importance | Institute of Project Management, section “What is Stakeholder Management?”
• What Is a Stakeholder? Definitions, Types & Examples, section “How to Manage Stakeholders”
• Who are Project Stakeholders and Why They are Important? - KnowledgeHut, section “How to manage project stakeholders?”

 The financial valuation technique that the business analyst can use to determine the breakeven point for the project is cost-benefit analysis. This is a technique for comparing the costs and benefits of different alternatives or solutions, and identifying the most optimal one12. Cost-benefit analysis helps to evaluate the feasibility and value of the project, and to estimate the return on investment (ROI). The breakeven point is the point where the total costs equal the total benefits, and the project starts to generate profit3. The other options are not financial valuation techniques that can determine the breakeven point for the project, but rather techniques for measuring the financial performance or attractiveness of the project, such as payback period (A), which is the time required for the project to recover its initial investment4, average rate of return (B), which is the ratio of the average annual profit to the initial investment, or discounted cash flow (D), which is the present value of the future cash flows of the project. 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], [Certification of Capability in Business Analysis (CCBA®) - Simplilearn]

A positive stakeholder is a stakeholder who has a favorable attitude towards the project and its deliverables, and who actively supports and contributes to the project’s success12. Barry is a positive stakeholder because he is excited about the deliverable, helpful, informative, and supportive of the project. A cheerleader is a stakeholder who is enthusiastic and optimistic about the project, but who may not have much influence or involvement in the project3. A project sponsor is a stakeholder who provides the funding, resources, and authority for the project, and who is accountable for the project’s outcomes4. A project team member is a stakeholder who performs the project work and delivers the project outputs. References:

• 1: BABOK® Guide, Version 3.0, p. 51
• 2: Stakeholder Analysis | IIBA® BABOK Extended
• 3: Stakeholder Management: How to Identify and Manage Stakeholders
• 4: BABOK® Guide, Version 3.0, p. 52
• : [Project Team Members | Project Management Professional (PMP)]

To find the minimum amount of funds the organization should invest in this project, we need to calculate the present value of the future cash flow, using the formula:

PV=(1+r)nFV​

where PV is the present value, FV is the future value, r is the interest rate, and n is the number of periods.

Plugging in the given values, we get:

PV=(1+0.06)42,750,000​

PV=2,178,257.57

Therefore, the minimum amount of funds the organization should invest in this project is $2,178,257.57. References:

• Capability in Business Analysisâ„¢ (CCBA®) Handbook, page 14
• A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), page 40
• Business Analysis Expert Certification, CCBA® | IIBA®

Brainstorming is a technique that involves generating as many ideas as possible in a group setting, without judging or evaluating them. The purpose of brainstorming is to stimulate creativity and innovation, and to explore different possibilities and perspectives. Setting a goal for the number of ideas to be generated in a brainstorming session is not advisable, as it may actually limit the ideas that can be generated. A goal may create a sense of competition or pressure among the participants, which may inhibit their creativity and willingness to share. A goal may also cause the participants to stop generating ideas once the goal is reached, even if there are more ideas to be discovered. Therefore, it is important for Brian to not set a goal for the number of ideas the group should generate in the session, but rather to encourage them to generate as many ideas as they can.

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 techniques and their applications across different contexts123. You can also find some useful resources and sample questions from other sources45.

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]