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

 Lean and Six Sigma are both documented approaches to the business analysis work, as they provide methods and tools for improving business processes and delivering value to customers. Lean focuses on eliminating waste and optimizing the flow of value, while Six Sigma focuses on reducing variation and defects and enhancing quality. Both approaches are aligned with the BABOK® Guide principles and practices12. Deming’s Quality Circle and the Waterfall approach are not documented approaches to the business analysis work, but rather quality management and software development methodologies, respectively34. References: Business Analysis Expert Certification, CCBA® | IIBA®, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, The Business Analysis Standard | KnowledgeHub IIBA®, CCBA: Certification of Capability in Business Analysis Study Guide

Requirements traceability is the ability to describe and follow the life of a requirement in both a forward and backward direction, from its origin, through its development and specification, to its subsequent deployment and use, and through periods of ongoing refinement and iteration in any of these phases1. Requirements traceability helps to ensure that the requirements are aligned with the business need, the solution scope, and the project objectives, and that they are verified and validated throughout the project lifecycle2. Requirements traceability also supports change management, impact analysis, risk management, and quality assurance3. To trace a requirement, one needs to look at the requirement and the others to which it is related, and document the relationships among them. These relationships can be horizontal (between requirements at the same level of detail) or vertical (between requirements at different levels of detail). The most common types of relationships are derivation, satisfaction, verification, and refinement4. A requirement can be traced to other artifacts created by the team, such as design documents, test cases, models, and code, as well as to solution components, such as features, functions, and interfaces5. Therefore, option D is the correct answer, as it captures the essence of requirements traceability.

References:

Requirements traceability - Wikipedia, first paragraph

Business Analysis Expert Certification, CCBA® | IIBA®, section “BABOK® Guide v3”, chapter 6, section 6.1.4

A Guide to Understanding the Requirements Traceability Matrix, section “Why Is Requirements Traceability Important?”

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), version 3, chapter 6, section 6.1.4.1

What Is Traceability? | Perforce, first paragraph

According to the BABOK® Guide, a requirement is a usable representation of a need. The level of detail and formality of the requirement depends on the context and the audience of the requirement. The goal is to communicate the requirement effectively, not to adhere to a rigid format or level of detail1.

Option A is incorrect because not all requirements need to have technical, business, functional, and non-functional attributes. Some requirements may be more relevant to one or more of these aspects than others.

Option C is incorrect because the organizational process assets are not the only factor that determines the level of detail of the requirements. The stakeholder needs, preferences, and expectations also play a role.

Option D is incorrect because the work package level of WBS is not necessarily the same as the requirement level. The WBS is a project management tool that decomposes the project scope into manageable components, while the requirements describe the needs and expectations of the stakeholders. The WBS and the requirements may not have a one-to-one correspondence.

Enterprise architecture is a description of the current and future structure and behavior of an organization’s processes, information systems, personnel, and organizational sub-units, aligned with the organization’s core goals and strategic direction1. It provides a holistic view of the organization and its interactions with other entities. Enterprise architecture is an input for stakeholder analysis because it helps to identify the existing organizational units and their relationships, roles, responsibilities, and dependencies2. References:

Business Analysis Expert Certification, CCBA® | IIBA®, section “BABOK® Guide v3”

Certification of Capability in Business Analysis (CCBA®) Handbook, page 5, section “4. Review the Exam Blueprint”

According to the CCBA® Handbook, traceability is “the ability to track the relationships between requirements and other related items, such as stakeholders, solution components, test cases, defects, and changes” (p. 22). Traceability can help the business analyst assess the total impact of a requirement change, as it shows how the requirement is linked to other items in the development cycle, and how the change may affect them. Traceability can also help the business analyst identify the items that need to be updated, reviewed, or tested as a result of the requirement change. The other options are not correct because:

A. Implementation SME is not a tool, but a stakeholder who has specialized knowledge of the technologies, tools, or techniques that will be used to implement the solution (p. 15). Implementation SMEs can provide input and guidance on the feasibility and suitability of the requirement change, but they cannot help the business analyst assess the total impact of the change on other items.

C. Coverage matrix is not a tool, but a technique that is used to measure the extent to which the requirements cover the business need and the solution covers the requirements (p. 23). Coverage matrix can help the business analyst ensure the completeness and alignment of the requirements and the solution, but it cannot help the business analyst assess the total impact of a requirement change on other items.

D. Integrated change control is not a tool, but a process that is used to review, approve, and implement changes to the project scope, schedule, cost, or quality (p. 13). Integrated change control can help the business analyst manage the changes and ensure they are aligned with the project objectives, but it cannot help the business analyst assess the total impact of a requirement change on other items. References:

CCBA® Handbook, p. 13, 15, 22-23

Analyzing the Impact of Requirement Changes, section “Before you make changes to a requirement, you may want to know how the changes impact related items.”

The information that should not be included in the stakeholder register is stakeholder management strategy. This is a term that refers to the approach and actions for managing the relationships and expectations of the stakeholders throughout the project12. Stakeholder management strategy is not part of the stakeholder register, but rather a separate document or output that is derived from the stakeholder register3. The other options are information that should be included in the stakeholder register, which is a document that identifies and describes the stakeholders who are involved in or affected by the project4. The stakeholder register should include the assessment information of the stakeholders’ major requirements, expectations, and potential influence (A), the stakeholder classification of their role in the project ©, and the identification information for each stakeholder (D)5. 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 BABOK® Guide, requirements allocation is “the process of assigning stakeholder and solution requirements to solution components in order to provide a common understanding of the scope and value of each component” (p. 36). The business analyst and the organization should start requirements allocation as soon as the solution approach is determined, which is the output of the Define Future State task in the Strategy Analysis knowledge area. The solution approach defines the “overall direction for how the organization will achieve the desired future state” (p. 30). By allocating requirements to solution components based on the solution approach, the business analyst and the organization can ensure that the requirements are aligned with the business objectives and deliver value to stakeholders. References:

CCBA® Handbook, p. 11

BABOK® Guide, p. 30, 36

According to the CCBA® Handbook, one of the competencies of a business analyst is communication skills, which include “the ability to interact effectively with others, using a range of media and formats to convey information and ideas” (p. 1). When the stakeholders are not collocated, the business analyst needs to use appropriate communication tools and techniques to facilitate effective stakeholder engagement and collaboration. Videoconferences are one of the possible tools that can enable real-time, interactive, and visual communication among geographically dispersed stakeholders. Videoconferences can help to overcome the challenges of distance, time zones, and cultural differences, and to build trust and rapport among stakeholders. Videoconferences can also support various business analysis activities, such as elicitation, analysis, validation, and verification of requirements. The other options are not correct because:

A. You will need the stakeholders to periodically gather in one locale is not a feasible or efficient option, as it would incur high costs, logistical issues, and travel risks for the stakeholders. It would also limit the frequency and flexibility of communication and collaboration among stakeholders.

B. You will need to travel on a regular rotation to each of the geographical locations to complete the business analyst duties is not a practical or sustainable option, as it would impose a high workload, travel stress, and health risks for the business analyst. It would also reduce the availability and responsiveness of the business analyst for other stakeholders and tasks.

C. Add more business analysts in each of the geographical location is not a necessary or optimal option, as it would increase the complexity, coordination, and consistency of the business analysis work. It would also require more resources, training, and supervision for the additional business analysts. References:

CCBA® Handbook, p. 1

Golden Rules of Stakeholder Engagement in Business Analysis, section “High engagement model”

Dealing with Tough Stakeholders as a Business Analyst, section “Communication and Collaboration Tools”