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

If you’re a business analyst and using an event-based elicitation task, such as a requirements workshop, the purpose of the workshop can be considered as essential to establish with the participants. The purpose of the workshop is the clear and concise statement of what the workshop intends to achieve, such as identifying, analyzing, validating, or prioritizing the requirements. The purpose of the workshop helps to set the expectations and focus of the participants, as well as to guide the agenda, activities, and facilitation techniques of the workshop. The purpose of the workshop is different from cost management, which is the process of planning, estimating, budgeting, and controlling the costs of the project; deadlines, which are the specific dates or times by which the tasks or deliverables must be completed; and ground rules, which are the agreed-upon norms of behavior and interaction for the workshop participants. References:

CCBA Handbook, page 19

[BABOK Guide], page 63

[Business Analysis for Practitioners: A Practice Guide], page 69

[Business Analysis: The Question and Answer Book], page 31

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?”

The plan business analysis process is the task of defining how the business analysis work will be performed, including the activities, deliverables, roles, resources, tools, and techniques that will be used12. The type of project or initiative affects the business analysis duties that need to be performed, because different types of projects or initiatives may have different goals, scopes, methodologies, stakeholders, risks, and constraints that require different business analysis approaches and techniques3. The other options are not elements of the plan business analysis process, but rather factors that may influence the selection or execution of the business analysis plan. References:

1: BABOK® Guide, Version 3.0, p. 24

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

3: Business Analysis Process Flow: Step by Step Tutorial - Guru99

The decomposition of activities and tasks based on the work breakdown structure creates an activity list for the business analyst. An activity list is a document that identifies the activities and tasks needed to produce the business analysis deliverables. It also includes information such as activity name, description, duration, resource requirements, and dependencies. An activity list is an input to the business analysis planning process, where the business analyst determines the sequence, schedule, and budget of the activities and tasks. References:

Business Analysis Expert Certification, CCBA® | IIBA®, section “Plan Business Analysis Work”

CERTIFICATION OF CAPABILITY IN BUSINESS ANALYSIS, page 6, section “4. Review the Exam Blueprint”

 The input to the business analysis approach that is not listed among the options is expert judgment. This is a term that refers to the opinions, advice, or guidance provided by individuals or groups who have specialized knowledge or experience in a particular domain or discipline12. Expert judgment is not an input to the business analysis approach, but rather a technique for obtaining information or insights from experts to support the business analysis work3. The other options are inputs to the business analysis approach, which is a task under the business analysis planning and monitoring knowledge area, which involves defining the appropriate level of detail, formality, and complexity of the business analysis activities and deliverables45. The inputs to the business analysis approach are the organizational process assets (A), which are the policies, procedures, standards, guidelines, templates, and tools that are used by the organization to conduct business analysis work,the enterprise environmental factors ©, which are the internal and external conditions that affect the organization and the business analysis work, and the business need (D), which is the problem or opportunity that the organization seeks to address. 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

Functional decomposition is a technique that involves breaking down the solution scope into smaller units for allocation. It helps to organize and structure the requirements and the solution components into a hierarchical model that shows the relationships and dependencies among them. Functional decomposition helps to simplify complex problems, to identify gaps and redundancies, and to assign responsibilities and resources.

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.

According to the BABOK® Guide, business analysis planning and monitoring is the task of determining which activities are necessary in order to identify and define the solution that meets the business need, allocate the resources to perform those activities, monitor the performance of the analysis work, and adjust the plan as needed. One of the inputs to this task is the organizational process assets, which include the organizational standards, policies, and procedures for business analysis. If these assets are not available, the business analyst should work with the appropriate stakeholders to determine how the business analysis work should be completed, rather than creating or imposing a standard on their own. References: BABOK® Guide, section 3.1.1, page 30; Business Analysis Expert Certification, CCBA® | IIBA®, section “CCBA Competencies”, page 1.

Data modeling is a technique that involves creating a visual representation of the data and information relevant to the solution or business domain. It shows the concepts, attributes, and relationships that define the data and how they are organized and manipulated. Data modeling helps to organize requirements by providing a common understanding of the data and its structure, quality, and usage.

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 sources