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

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

The document that can provide the governances for enterprise analysis efforts is organizational process assets. This is a term that refers to the policies, procedures, standards, guidelines, templates, and tools that are used by the organization to conduct business analysis work12. Organizational process assets help to ensure consistency, quality, and compliance of the business analysis activities and deliverables. The other options are not documents that provide the governances for enterprise analysis efforts, but rather factors or outputs that influence or result from the business analysis work, such as enterprise environmental factors (B), which are the internal and external conditions that affect the organization and the business analysis work3, business analysis plans ©, which are the documents that describe the approach, scope, activities, deliverables, and stakeholders of the business analysis work4, or project charter (D), which is the document that formally authorizes and defines the objectives, scope, and stakeholders of a project5. 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

According to the CCBA® Handbook, one of the tasks of the business analyst is to “recommend actions to increase the value delivered by the solution” (p. 11). This task involves evaluating the potential value and benefits of each solution option, comparing them to the costs and risks, and recommending the best option or no option at all. If none of the proposed solutions provide enough value to justify being implemented, the business analyst should tell the stakeholders to terminate the initiative, as it would not meet the business need or deliver the expected return on investment. The other options are not appropriate actions for the business analyst to take, as they do not address the issue of value alignment. References:

CCBA® Handbook, p. 11

BABOK® Guide, p. 35, 106

According to the BABOK® Guide, Version 3.0, the business analysis approach is the set of processes, activities, techniques, deliverables, and roles that are tailored to suit the specific needs and context of a change initiative1. The business analysis approach should be defined in collaboration with the key stakeholders, such as the project manager, the sponsor, the solution owner, and the subject matter experts2. Working with the appropriate stakeholders to determine how the business analysis work should be completed is the best action to take to begin business analysis, as it ensures that the approach is aligned with the project objectives, scope, constraints, and stakeholder expectations3. References:

1: BABOK® Guide, Version 3.0, p. 33

2: BABOK® Guide, Version 3.0, p. 34

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

 Enterprise architecture is a description of the current and future state of an organization in terms of its business processes, information systems, and technology infrastructure. It defines the business requirements, solution scope, and solution requirements for achieving the organization’s vision, goals, and objectives. Enterprise architecture helps to align the business and IT strategies, optimize the use of resources, and enable effective change management12.

The other options are not correct because:

Option A is incorrect. Matrix structure is a type of organizational structure that combines functional and project-based units. It defines the roles, responsibilities, and reporting relationships of the staff members. Matrix structure does not describe the business requirements, solution scope, and solution requirements for an organization3.

Option C is incorrect. Organizational process asset is a term used in project management to refer to any process, policy, plan, procedure, or knowledge base that is specific to and used by an organization. Organizational process assets can help to guide, support, or influence the project activities and outcomes. Organizational process assets do not describe the business requirements, solution scope, and solution requirements for an organization4.

Option D is incorrect. Business need is a problem or opportunity that the organization faces or wants to address. It provides the context and justification for initiating a project or a task. Business need does not describe the solution scope and solution requirements for an organization.

References:

Enterprise Architecture, section “Description of Change”

What is Enterprise Architecture? A Framework for Transformation, section “What is Enterprise Architecture?”

Matrix Structure, section “Description of Change”

Organizational Process Assets, section “Description of Change”

[Business Need], section “Description of Change”

According to 'A Guide to the Business Analysis Body of Knowledge’1, the two most common data models are the entity-relationship diagram and the class model. These are techniques for representing the data elements and their relationships within a system or a domain23. An entity-relationship diagram shows the entities (or objects) and their attributes, and the relationships among them. A class model shows the classes (or types) of objects and their properties, and the associations and generalizations among them4. The other options are not data models, but rather techniques for modeling different aspects of the system or the project, such as the project network diagram (B), which shows the sequence and dependencies of the project activities, the data flow diagram ©, which shows the flow of data and information among the processes, or the WBS (D), which shows the breakdown of the project scope into smaller components. References: Business Analysis Expert Certification, CCBA® | IIBA®, Certification of Capability in Business Analysis™(CCBA®), Business Analysis Certification Competencies, CCBA® | IIBA®, A GUIDE TO THE BUSINESS ANALYSIS BODY OF KNOWLEDGE

A graphical model is a type of diagram that shows the business logic of the requirements using symbols, shapes, colors, and lines. A graphical model can help to communicate, analyze, verify, and validate the requirements, as well as to support decision making and problem solving. A graphical model can be created using various techniques, such as flowcharts, mind maps, influence diagrams, and others12. Therefore, diagrams is the most general term that can be used to describe graphical models. The other options are specific types of diagrams, but not the only ones that can be used for graphical modeling. References:

1: BABOK® Guide, Version 3.0, p. 10

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

Stakeholder analysis is the process of identifying and understanding the needs, expectations, interests, and influence of the people who have a stake in the project or the solution. Stakeholder analysis is not a one-time activity, but rather an ongoing process that should be performed throughout the business analysis lifecycle. Stakeholders may change over time, as new ones emerge or existing ones leave or change their roles. Stakeholders may also have different levels of involvement, engagement, and satisfaction at different stages of the project. Therefore, stakeholder analysis should be updated and revised regularly to reflect the current state of the stakeholder relationships and to ensure effective communication and collaboration among the stakeholders12.

The other options are not correct because:

Option A is incorrect. It will continue until all of the stakeholders have been identified is not a valid statement, because it is impossible to identify all of the stakeholders at the beginning of the project. Some stakeholders may not be visible or accessible at the start, or they may become relevant later as the project progresses. Therefore, stakeholder identification should be an iterative and continuous process that adapts to the changing project environment3.

Option B is incorrect. It will continue until the requirements have been approved is not a valid statement, because stakeholder analysis does not end with the approval of the requirements. Stakeholder analysis should continue beyond the requirements phase, as the stakeholders may have different feedback, input, or approval on the design, development, testing, implementation, and evaluation of the solution. Stakeholder analysis should also consider the post-implementation impacts and benefits of the solution for the stakeholders4.

Option D is incorrect. It will continue until the project charter is signed is not a valid statement, because stakeholder analysis does not stop with the initiation of the project. Stakeholder analysis should continue throughout the planning, execution, monitoring, and closing of the project, as the stakeholders may have different issues, risks, or opportunities that need to be addressed or leveraged. Stakeholder analysis should also support the change management and transition activities that involve the stakeholders.

References:

Business Analysis Guidebook/Stakeholder Analysis - Wikibooks, section “Stakeholder Analysis is the activity of”

Business Analysis Driving Business Success, page 6

Stakeholder Identification: How to Identify Stakeholders in a Project, section “Why is stakeholder identification important?”

Stakeholder Analysis: The Ultimate Guide, section “When to do a stakeholder analysis”

[Stakeholder Management: A Key to Project Success], section “Stakeholder Management Process”