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

 The term that is assigned to this measurement is key performance indicators. These are the metrics that are used to evaluate the performance and progress of the organization, the project, or the solution against the predefined goals and objectives12. Key performance indicators help to monitor and communicate the value and benefits of the solution, and to identify areas for improvement. Henry and Fred are using key performance indicators to compare the productivity before and after the implementation of the new software, and to see the real effect of the solution on the business need. The other options are not terms that are assigned to this measurement, but rather concepts or techniques that are related to the business analysis work, such as post implementation factor (A), which is a factor that affects the success of the solution after it has been deployed3, yield (B), which is a measure of the efficiency or effectiveness of a process or a solution4, or S-Curve (D), which is a graphical representation of the cumulative progress or performance of a project or a solution over time5. 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

 Verification activities are used to check the quality and completeness of the requirements and to ensure that they meet the standards and criteria defined by the organization and the stakeholders. Verification activities should be performed iteratively throughout the requirements analysis process, as new requirements are elicited, analyzed, documented, and validated. This helps to identify and resolve any errors, inconsistencies, ambiguities, or gaps in the requirements as early as possible, and to avoid rework and waste.

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 tasks and techniques123. You can also find some useful resources and sample questions from other sources

An assumption is a factor that is considered to be true, real, or certain without proof or demonstration. Assumptions are made to reduce uncertainty and complexity in business analysis activities. However, assumptions also introduce risks if they turn out to be false or inaccurate. Therefore, assumptions should be identified, documented, validated, and managed throughout the business analysis process. References:

• Certification of Capability in Business Analysis (CCBA) Handbook, page 7
• [A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], page 31

The project manager is a key stakeholder in any project and has a vital role in the requirements workshop. The project manager will help elicit requirements from the stakeholders by asking relevant questions, clarifying ambiguities, resolving conflicts, and ensuring alignment with the project scope and objectives12. The project manager will also collaborate with the business analyst, who is the primary facilitator of the requirements workshop, to plan, prepare, conduct, and document the workshop outcomes34. References:

• Requirements Management and Role of Project Managers, section “Requirements Management and the Role of Project Managers”
• 13 Key Project Manager Roles and Responsibilities, section “8. Monitoring progress and tracking roadblocks”
• The project manager role — responsibilities, skills, and more, section “The project manager ensures each team member completes their assigned tasks”
• 15 Key Project Roles & Their Responsibilities, section “The project manager is the one who’s responsible for the project”

Implementing the requirements with the highest amount of risks first is a good idea, as it allows the project manager to address the uncertainties and challenges early in the project, and to avoid potential delays or rework later on. This is a common practice in agile or adaptive approaches to business analysis and project management, which embrace change and value feedback12. The other options are not good ideas, as they either postpone the risky requirements until the end of the project ©, which increases the likelihood of scope creep, budget overrun, or stakeholder dissatisfaction, or implement the lowest risk requirements first (A), which may not deliver the most value or benefit to the organization, or assume that the project will fail due to the risky requirements (B), which is a pessimistic and unrealistic view of the project outcome. References: Business Analysis Expert Certification, CCBA® | IIBA®, Certification of Capability in Business Analysis™ (CCBA®)

The technique that you can use to track problems with the requirements is issue tracking. This is a technique for identifying, documenting, monitoring, and resolving issues that arise during the business analysis work12. Issue tracking helps to ensure that the requirements are of high quality, aligned with the stakeholder needs, and delivered on time. The other options are not techniques for tracking problems with the requirements, but rather techniques for managing or verifying the requirements, such as RTM (B), which is a technique for tracing the relationships among requirements and other deliverables3, problem tracking ©, which is a technique for identifying and resolving problems with the solution4, or baselining (D), which is a technique for establishing an approved version of the requirements5. 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

The business case is not an input to the task of prioritizing requirements, but an output of the enterprise analysis knowledge area. The business case is a document that presents the rationale and justification for initiating a project or a solution. The business case includes the description of the business problem or opportunity, the analysis of the costs, benefits, risks, and feasibility of the proposed solution, and the recommendation for the best course of action. The other options are correct inputs to the task of prioritizing requirements, as they provide the information and guidance needed to determine the relative importance and urgency of the requirements. The risk analysis identifies and evaluates the potential threats and uncertainties that may affect the project’s objectives, scope, schedule, cost, or quality. The business need defines the problem or opportunity that the project or the solution aims to resolve or exploit. The requirements management plan describes how the requirements will be elicited, analyzed, documented, validated, and controlled throughout the project. References:

• Which one of the following is not an input that Sam will use to prioritize requirements?
• What is requirements gathering? Template and examples
• Five Requirements Prioritization Methods - Business Analyst Articles …

 The documentation of the elicitation results is the process of recording the information provided by the stakeholders during the elicitation event, such as meeting notes, recordings, whiteboards, etc. The documentation of the elicitation results involves the business analyst and the key stakeholders who participated in the elicitation event. The business analyst is responsible for capturing, organizing, and verifying the accuracy and completeness of the elicitation results. The key stakeholders are responsible for providing, reviewing, and confirming the elicitation results. The documentation of the elicitation results helps to ensure the traceability, quality, and validity of the requirements and other business analysis deliverables. The other options are not involved in the documentation of the elicitation results, but they may be involved in other processes, such as the confirmation of the elicitation results, the communication of the requirements, or the management of the project. References:

• Let Your Stakeholders Know You Heard Them (BABOK 3.3, 3.4)
• The Business Analyst Exam: Quiz! - ProProfs Quiz
• Preparing for elicitation – The Functional BA