Free IIBA CCBA Practice Exam with Questions & Answers | Set: 2

The knowledge area of requirements management and communication consists of six tasks that describe how to manage and communicate the requirements throughout the business analysis process. These tasks are:

Manage solution scope and requirements

Manage requirements traceability

Maintain requirements for reuse

Prepare requirements package

Communicate requirements

Assess requirements changes

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 knowledge areas and tasks1234. You can also find some useful resources and sample questions from other sources

According to the CCBA® Handbook, one of the tasks of the business analyst is to “plan business analysis approach” (p. 10). This task involves defining an appropriate method to conduct business analysis activities based on the business need, the organizational process assets, and the expert judgment. The inputs to this task are organizational process assets, expert judgment, and business need. The other options are not correct because:

A. Organizational process assets are an input to the plan business analysis approach task, as they provide information on the policies, procedures, methodologies, templates, and standards that the organization uses for business analysis work (p. 10).

B. Expert judgment is an input to the plan business analysis approach task, as it provides information on the best practices, techniques, and tools that the business analyst can use for business analysis work (p. 10).

D. Business need is an input to the plan business analysis approach task, as it provides information on the problem or opportunity that the organization faces, and the desired outcomes that the solution should achieve (p. 10). References:

CCBA® Handbook, p. 10

Defining the Business Analysis Approach in 2023 | Free Template, section “Factors to Consider When Choosing a Business Analysis Approach”

The type of business analysis stakeholder that Fran is in this scenario is project manager. According to the CCBA® Handbook1, a project manager is a stakeholder who is responsible for managing the project activities and ensuring that they are aligned with the business analysis activities. A project manager also collaborates with the business analyst to plan, monitor, and control the project scope, schedule, budget, and quality. The other options are not relevant to this scenario, as they describe different types of business analysis stakeholders, such as a regulator (A), who is a stakeholder who imposes constraints or standards on the solution, a sponsor ©, who is a stakeholder who authorizes and funds the initiative, or a domain subject matter expert (D), who is a stakeholder who has specialized knowledge or skills related to the business domain or the solution2. References: Business Analysis Expert Certification, CCBA® | IIBA®, CERTIFICATION OF CAPABILITY IN BUSINESS ANALYSIS

When you assess a solution, what you are actually looking for is to determine the value of the proposed solution to the stakeholder requirements. This is the main purpose of the solution assessment and validation knowledge area, which involves measuring and evaluating the performance and benefits of the solution, and ensuring that it meets the stakeholder needs and expectations12. Value is defined as the worth, importance, or usefulness of something to a stakeholder within a context3. To determine the value of the proposed solution, you need to identify and analyze the value proposition, the value drivers, the value measures, and the value delivery4. The other options are not what you are actually looking for when you assess a solution, but rather aspects that may contribute to the value of the solution, such as the quality (B), which is the degree to which a solution meets the requirements and delivers the expected benefits5, the cost ©, which is the amount of resources expended or consumed to implement and operate the solution, or the accuracy (D), which is the extent to which a solution represents the true or exact state of the problem or the need. 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 GUIDE TO THE BUSINESS ANALYSIS BODY OF KNOWLEDGE]

 The type of requirements organization that Ben is doing in this scenario is functional decomposition. This is a technique for breaking down a complex system or process into its constituent parts and describing their functions and interactions12. By taking the laser printer apart and identifying each component’s purpose, Ben is applying functional decomposition to understand the structure and behavior of the system. The other options are not types of requirements organization, but rather techniques for modeling different aspects of the system or process, such as the flow of activities (B), the boundaries and deliverables ©, or the data elements and relationships (D)3. References: Certification of Capability in Business Analysis™ (CCBA®), CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Business Analysis Expert Certification, CCBA® | IIBA®

A change-driven approach to business analysis and requirements management is an approach that embraces change and adapts to the evolving needs and expectations of the stakeholders1. A change-driven approach does not use a formal change control process, as it assumes that changes are inevitable and beneficial, and that they can be incorporated quickly and easily into the solution2. A change-driven approach relies on frequent feedback, collaboration, and validation to ensure that the solution delivers value and meets the stakeholder needs3. The other options are not true statements about changing requirements in a change-driven approach, as they describe aspects of a plan-driven approach, which is an approach that follows a predefined and structured process for managing changes and requires formal approval and documentation24. References: Business Analysis Expert Certification, CCBA® | IIBA®, Business Analysis Global Standards | IIBA®, Certification of Capability in Business Analysis™ (CCBA®), Business Analysis Certification Competencies, CCBA® | IIBA®

The business need is the input that will help you understand the type of information that should be elicited from stakeholders. The business need is the problem or opportunity that the project is intended to address, and it provides the context and scope for the elicitation process. By understanding the business need, you can focus on eliciting the requirements that are relevant, feasible, and valuable for the project.

The other options are not correct because:

Roles and responsibilities are an input that will help you identify who should be involved in the elicitation process, but not what type of information should be elicited.

Stakeholder list is an input that will help you determine who are the sources of requirements, but not what type of information should be elicited.

Risk assessment is an input that will help you identify the potential uncertainties and threats that may affect the elicitation process, but not what type of information should be elicited.

A. Supporting training activities and knowledge management: This is a correct objective of specifying and modeling requirements, as it helps to document and share the knowledge and information that are needed to understand, implement, and use the solution. Specifying and modeling requirements also helps to create training materials and guides for the end-users and other stakeholders who will interact with the solution.

B. Facilitating communication among stakeholders: This is a correct objective of specifying and modeling requirements, as it helps to convey the needs, expectations, and preferences of the stakeholders in a clear, consistent, and unambiguous way. Specifying and modeling requirements also helps to resolve conflicts, negotiate trade-offs, and reach agreements among the stakeholders who have different perspectives and interests.

C. Compliance with contracts and regulations: This is a correct objective of specifying and modeling requirements, as it helps to ensure that the solution meets the legal, ethical, and contractual obligations and standards that are applicable to the project and the organization. Specifying and modeling requirements also helps to identify and mitigate the risks and issues that may arise from non-compliance or violation of the contracts and regulations.

D. Increasing revenue and/or reducing costs within an organization: This is an incorrect objective of specifying and modeling requirements, as it is not directly related to the business analysis tasks, but to the business objectives and benefits of the solution. Specifying and modeling requirements helps to define the scope, features, and quality of the solution that will address the business problem or opportunity, but it does not guarantee that the solution will increase the revenue or reduce the costs within the organization. The actual impact of the solution on the organization’s performance and profitability depends on many other factors, such as the market demand, the customer satisfaction, the operational efficiency, the competitive advantage, etc.

 Interface analysis is not an event-based elicitation technique. Event-based elicitation techniques are methods that use scenarios, simulations, or other types of events to elicit knowledge from experts or users. Some examples of event-based elicitation techniques are focus group, interview, workshop, critical incident technique, cognitive walkthrough, and protocol analysis12. Interface analysis, on the other hand, is a technique that examines the interactions and dependencies between a system and its external entities, such as other systems, users, or hardware3. Interface analysis is not based on events, but on the characteristics and requirements of the interfaces.

The stakeholder register is the key output of the Identify Stakeholders process. It not only contains the names of the project stakeholders but also their goals, expectations, concerns, and other such details. The stakeholder register helps to plan, manage, and communicate with the stakeholders effectively and efficiently. The other options are not outputs of the Identify Stakeholders process, but inputs or outputs of other processes. The scope baseline, the project charter, and the project scope statement are all inputs or outputs of the Project Scope Management knowledge area, not the Project Stakeholder Management knowledge area. References:

Identify Stakeholders Process and Stakeholder Register

Chapter 13 - Stakeholder Management Flashcards

How to Identify Stakeholders in Project Management?

Visual learners are those who learn best through the presentation of models, diagrams, charts, graphs, and other visual aids. They prefer to see the information rather than hear it or do it. Visual learners can benefit from the use of models in business analysis, as they can help them to understand the problem, the solution, and the requirements in a clear and concise way.

References: The information is verified as per the CCBA Learning documents and resources, which outline the standards and practices for business analysis. You can find more information about the types of learners and the use of models in business analysis in 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.

A business analysis communications plan is a document that describes how, when, and by whom information about the business analysis activities will be delivered to the stakeholders. It defines the communication goals, the communication requirements, the communication methods, the communication responsibilities, and the communication protocols for the business analysis process. A business analysis communications plan helps to ensure that the stakeholders are informed, engaged, and satisfied with the business analysis deliverables and outcomes12.

The other options are not correct because:

A stakeholder management plan is a document that describes how the stakeholders will be identified, analyzed, engaged, and managed throughout the business analysis process. It defines the stakeholder roles, interests, expectations, influence, and communication preferences3.

A business analysis plan is a document that describes how the business analysis activities will be planned, conducted, monitored, and controlled. It defines the business analysis approach, the business analysis scope, the business analysis tasks, the business analysis deliverables, the business analysis schedule, and the business analysis resources4.

A communications management plan is a document that describes how the project communications will be planned, structured, monitored, and controlled. It defines the project communication goals, the project communication requirements, the project communication methods, the project communication responsibilities, and the project communication protocols5.

References:

Business Analysis Expert Certification, CCBA® | IIBA®, section “BABOK® Guide v3”, chapter 2, section 2.5.5

How to create a business analysis communication plan - Lucidchart, section “What is a business analysis communication plan?”

Stakeholder Management Plan, section “Description of Change”

Business Analysis Plan, section “Description of Change”

Communications Management Plan, section “Description of Change”

The output of the elicitation process that is listed among the options is stakeholder concerns. This is a term that refers to the issues, risks, assumptions, constraints, or expectations that the stakeholders have regarding the business need, the solution, or the business analysis work12. Stakeholder concerns are identified and documented during the elicitation process, and they are used to guide the analysis, prioritization, and validation of the requirements. The other options are not outputs of the elicitation process, but rather inputs or outputs of other business analysis processes, such as requirements management plan (A), which is an output of the plan business analysis approach process3, resource identification (B), which is an input of the plan business analysis governance process4, or solution scope (D), which is an output of the define business need process5. 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 project communications management plan is a document that describes how the project information will be generated, collected, distributed, stored, retrieved, and disposed of. It also defines the communication requirements, methods, frequency, and responsibilities for each stakeholder group based on the stakeholder analysis. The project communications management plan helps to ensure that the project stakeholders are kept informed, engaged, and satisfied with the project progress and outcomes12.

The other options are not correct because:

Option A is incorrect. The project schedule is a document that shows the planned start and finish dates, durations, dependencies, and resources of the project activities. It does not record the communication requirements based on the stakeholder analysis3.

Option B is incorrect. The project scope management plan is a document that describes how the project scope will be defined, validated, and controlled. It does not record the communication requirements based on the stakeholder analysis4.

Option C is incorrect. The project reporting structure is not a standard term in project management or business analysis. It may refer to the organizational structure of the project team or the format and content of the project reports. However, it does not record the communication requirements based on the stakeholder analysis.

References:

Project Communication Management - Five Steps | PMI, section “Project communication management applies the general management skill of communication within the boundaries of the project being managed and the responsibilities of the project manager.”

What is Project Communication Management? | Wrike, section “What Is Project Communication Management?”

Project Schedule, section “Description of Change”

Project Scope Management - A Quick Guide | Simplilearn, section “What is Project Scope Management?”

 Project Communication Management is the knowledge area that covers the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information. It involves planning, managing, monitoring, and controlling the communication activities and deliverables throughout the project lifecycle. Project Communication Management helps to keep the project stakeholders informed, engaged, and satisfied with the project progress and outcomes12.

The other options are not correct because:

Option B is incorrect. Identifying, defining, combining, unifying, and coordinating the various processes and project management activities with the Project Management Process Groups is the definition of Project Integration Management, not Project Communication Management. Project Integration Management is the knowledge area that covers the processes required to ensure that the various elements of the project are properly coordinated and aligned3.

Option C is incorrect. Managing timely completion of the project is the objective of Project Time Management, not Project Communication Management. Project Time Management is the knowledge area that covers the processes required to ensure that the project is completed within the agreed time frame.

Option D is incorrect. Organizing, managing, and leading the project team is the responsibility of Project Human Resource Management, not Project Communication Management. Project Human Resource Management is the knowledge area that covers the processes required to ensure that the project has the most effective and efficient human resources.

References:

Project Communication Management - Five Steps | PMI, section “Project communication management applies the general management skill of communication within the boundaries of the project being managed and the responsibilities of the project manager.”

What is Project Communication Management? | Wrike, section “What Is Project Communication Management?”

Project Integration Management - A Quick Guide | Simplilearn, section “What is Project Integration Management?”

[Project Time Management - Definition, Process, Steps, and Tools], section “What is Project Time Management?”

[Project Human Resource Management - A Short Guide | Simplilearn], section “What is Project Human Resource Management?”