Free IIBA CCBA Practice Exam with Questions & Answers | Set: 5

According to the BABOK Guide, elicitation scope is the set of information that needs to be discovered or confirmed through elicitation activities3. Understanding the elicitation scope can assist the BA with the elicitation activity by determining when elicitation is complete4. This means that the BA can stop eliciting information when he or she has obtained enough information to meet the elicitation scope. This can help avoid over-elicitation or under-elicitation of information. References: BABOK Guide, CCBA Practice Test

A process model is a visual representation of the activities, events, and outcomes that describe a business process. Process models can be used to verify and validate the requirements by showing how the current and future states of the process operate and interact. A single process model on automation for all stakeholders (option A) may not capture the specific needs and concerns of each stakeholder group, and may not reflect the complexity and variability of the process. A databasestructure in the viewpoint of the selected stakeholders (option B) may not be relevant or understandable for all stakeholders, and may not address the process flow and logic. A list of requirements in a spreadsheet for all stakeholders (option C) may not provide enough detail or clarity for the stakeholders to verify and validate the requirements, and may not show the relationships and dependencies among the requirements. A set of process models in the viewpoint of the selected stakeholders (option D) is the best option, as it allows the BA to tailor the process models to the level of detail and perspective that each stakeholder group needs, and to show how the process works and changes in different scenarios and situations. References: BABOK® Guide v3, section 10.25 Process Modeling; Business Analysis for Practitioners: A Practice Guide, section 5.3.2 Process Modeling.

 According to the BABOK® Guide, documenting outcomes of discussions with stakeholders is a technique that helps to capture and communicate the information obtained from elicitation and collaboration activities. Documenting outcomes of discussions with stakeholders helps to ensure that the new BA understands the project by providing a clear and consistent record of the requirements, assumptions, issues, decisions, and actions that have been identified or agreed upon by the stakeholders. Documenting outcomes of discussions with stakeholders also helps to avoid misunderstandings, conflicts, and rework. References: BABOK® Guide, Version 3, Chapter 4: Elicitation and Collaboration, Section 4.3: Confirm Elicitation Results, Page 88; Chapter 10: Techniques, Section 10.13: Documenting Outcomes of Discussions with Stakeholders, Page 402.

A quality requirement must be consistent, meaning it should not conflict with any other requirements, assumptions, or constraints. It should align with the overall objectives and constraints of the project, ensuring that all requirements work together harmoniously without contradictions or ambiguities.

References: Characteristics of Quality Requirements from the Business Analysts Handbook on Fandom1, and Requirements quality attributes examined by ScopeMaster2.

According to the BABOK Guide, a user interactions viewpoint focuses on how stakeholders interact with a solution or a product to achieve their goals1. This viewpoint can help the BA structure the requirements to ensure realization of the desired customer experience, as it describes the features, functions, and interfaces that enable users to perform their tasks effectively and efficiently2. Therefore, the correct answer is A. References: BABOK Guide, CCBA Exam Questions

 According to the BABOK® Guide, a predictive approach is a business analysis approach that defines the scope, requirements, and designs early in the change initiative lifecycle. This approach is suitable for projects that have a clear and stable vision, well-understood requirements, and a low degree of uncertainty and change. A predictive approach also involves large upfront planning and detailed documentation, which are often required in heavily regulated domains. Therefore, a predictive approach is the recommended approach for the project described in the question. References: BABOK® Guide, Version 3, Chapter 2, Section 2.2.1; Business Analysis Expert Certification, CCBA® | IIBA®, Section “What Should I know to be CCBA Certified?”

 The scenario describes a project that aims at improving an organization’s Net Promoter Score (NPS), which is a measure of customer loyalty and satisfaction. The BA and stakeholders are looking for ways to measure the performance of the solution and its impact on the NPS. One of the techniques that may be employed for this purpose is focus groups, which involve gathering feedback from a representative sample of customers who have used the solution. Focus groups can help to evaluate the value, usability, and quality of the solution, as well as the customers’ likelihood to recommend it to others.

References: The answer and explanation are consistent with the CCBA® Handbook and the IIBA® website, which provide the details and best practices for the solution evaluation knowledge area, including the task of measure solution performance12. The CCBA® resources also describe the techniques and tools that can be used to perform each task in the business analysis process, such as focus groups12. Additionally, the web search results provide more information about the Net Promoter Score and how it can be measured and improved using focus groups34.

The diagram that the BA created is a flowchart diagram of a procurement process. A flowchart diagram is a graphical representation of a process that shows the steps, decisions, inputs, outputs, and roles involved. A diagram of this type can help users to understand process improvement by identifying the current state of the process, highlighting the pain points, bottlenecks, delays, or inefficiencies, and suggesting ways to optimize or streamline the process. References: Flowchart Diagram, Process Improvement

This is because when it is not possible to implement all the requirements at once, the BA should prioritize the requirements based on their value, urgency, and dependency, and assign them to different releases or iterations. This way, the most important requirements can be delivered first, and the feedback from the stakeholders can be incorporated in the subsequent releases. Redefining the business requirements (A) is not necessary, as they have already been signed off. Recommending a reduction in the project scope (B) is not a good option, as it may compromise the value and quality of the solution. Ensuring all requirements are traceable using a matrix (D) is a good practice, but it does not address the issue of technical constraints. References: CCBA Practice Test, CCBA Mock Test

This is because the BA should first understand the information needs and preferences of the stakeholders before communicating the results of the performance analysis. The BA should determine the reporting requirements, such as the format, frequency, level of detail, and distribution of the reports. Comparing a solution used at another company (A) is not a relevant option, as it does not address the communication issue. Identifying the performance objectives (B) and selecting the performance measures © are steps that should be done before analyzing the performance, not after. References: CCBA Practice Test, CCBA Mock Test

 This is because classifying requirements helps to ensure that they are fully understood and traceable by grouping them into categories based on their type, source, priority, or other criteria. Classifying requirements also helps to avoid duplication, ambiguity, and inconsistency among the requirements. Extracting requirements for review (A) is not a valid option, as it implies that the requirements are already documented and ready for approval. Validating requirements © is a good practice, but it does not ensure traceability, which is the ability to link the requirements to the business needs, solution components, and test cases. Meeting regulatory standards (D) is a quality criterion, but it does not ensure that the requirements are fully understood and traceable. References: CCBA Practice Test, CCBA Mock Test

 According to the Capability in Business Analysis™ (CCBA®) guidelines, one of the tasks that business analysts perform in the requirement elicitation activity is to conduct elicitation sessions, which involves facilitating workshops and other techniques to elicit the requirements from thestakeholders12. During the elicitation sessions, the business analyst should be prepared to handle any issues that may arise, such as scope creep, conflicting opinions, or unclear requirements34. If a stakeholder raises an issue that is outside of the project’s scope, the business analyst should consider the issue’s impact on the project and gain agreement with stakeholders on the next step, such as deferring the issue to a later stage, escalating the issue to the project manager, or revising the scope statement5.

References: The CCBA® learning documents, which can be found on the IIBA website12, describe the various tasks and techniques that a business analyst can use to elicit the requirements from the stakeholders, including the conduct of elicitation sessions and the handling of issues. Additionally, the IIBA Bookstore offers resources that provide further insights into the objectives and best practices for business analysis, including the facilitation of workshops and the management of scope3

A process model is a technique that creates a graphical representation of a business process or workflow, showing the sequence of activities, decision points, inputs, outputs, and roles involved. Aprocess model helps to analyze and communicate the current state and the desired future state of a business process, and to identify the gaps, issues, and opportunities for improvement. A process model is useful for standardizing a business process across different locations or units, as it provides a common understanding and a consistent approach for the process.

To prepare for the workshop with all the users, the business analyst should create a process model based on the information gathered from the individual interviews. The process model should capture the current claims intake workflow of the insurance company, and highlight the variations, inefficiencies, and pain points across the different branch offices. The business analyst should use the process model as a basis for facilitating the workshop, and seek feedback and consensus from the users on the process model. The business analyst should also use the workshop as an opportunity to elicit the requirements and the expectations for the standardized claims intake workflow, and to update the process model accordingly.

References: BABOK Guide v3, page 97; CCBA Mock Test, question 3

The BA can suggest process improvement as a solution that the organization can consider to increase efficiencies. Process improvement is a technique for identifying and implementing changes to business processes that will enhance their effectiveness and efficiency2. Process improvement can help to eliminate or reduce workarounds, which are temporary or alternative ways of performing a task or process that bypasses a problem or limitation3. By improving the processes, the organization can achieve better outcomes, reduce costs, increase customer satisfaction, and gain competitive advantage. References: 2: BABOK Guide v3, Section 10.23 3: Workaround

According to the BABOK® Guide, a business analyst (BA) should collaborate with stakeholders throughout the business analysis process to ensure their needs and expectations are understoodand met. Collaboration involves establishing and maintaining relationships, communicating effectively, resolving conflicts, and facilitating decision making. In this scenario, the BA should have engaged in consistent collaboration with the project SMEs to keep them involved and interested in the project, and to address any issues or concerns they may have. This way, the BA could have ensured the SMEs’ participation and contribution to the project, and avoided the delay to the project build phase. References:

[BABOK® Guide], section 3.1: Collaboration

CCBA Exam Questions & Answers with Explanations, question 417