IIBA Updated CCBA Exam Questions and Answers by raheem

The creative thinking process is a technique that involves generating and evaluating new and original ideas to address a problem or an opportunity. The creative thinking process has three values to determine the effectiveness of the process: 12

• Willingness of stakeholders to accept new approaches: This value measures the degree to which the stakeholders are open and supportive of the creative thinking process and its outcomes. It reflects the level of trust, collaboration, and feedback among the stakeholders, as well as the alignment of the creative ideas with the stakeholder needs and expectations. A high willingness of stakeholders to accept new approaches indicates a positive and conducive environment for creativity and innovation.
• Application of new ideas to resolve existing problems: This value measures the degree to which the creative ideas are relevant and feasible for solving the current problem or seizing the current opportunity. It reflects the level of understanding, analysis, and validation of the problem or opportunity, as well as the alignment of the creative ideas with the project objectives and constraints. A high application of new ideas to resolve existing problems indicates a practical and effective outcome of the creative thinking process.
• The successful generation and productive consideration of new ideas: This value measures the degree to which the creative ideas are novel and diverse for addressing the problem or opportunity. It reflects the level of imagination, exploration, and evaluation of the possible solutions, as well as the alignment of the creative ideas with the organizational goals and strategy. A high successful generation and productive consideration of new ideas indicates a rich and valuable output of the creative thinking process.

Option B is incorrect because generation of a pre-determined number of new ideas for a business solution is not a value to determine the effectiveness of the creative thinking process. While having a goal or a target for the number of ideas can help to motivate and focus the creative thinking process, it is not a measure of the quality, relevance, or feasibility of the ideas. The goal or target should be flexible and realistic, and not compromise the purpose of the creative thinking process. The quantity of the ideas is not as important as the quality, diversity, and applicability of the ideas3 References:

• Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 7.5: Creative Thinking, p. 83-84.
• Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.3: Define Design Options, p. 6-7.
• Creative Thinking Process - The Peak Performance Center
• [How to Choose the Right Business Analysis Approach]

When there are relatively few criteria involved in assessing the solution options, it is best to focus on the differences of the solutions, as they are likely to have the most impact on the decision. Focusing on the commonalities, the life cycle costs, or the implementation costs may not provide enough information to distinguish the solutions and select the best one for the business need. References: BABOK Guide v3, section 10.4.3.2; CCBA Handbook, section 5.4.4.3.

Positive risk is not a concern for Jason when defining the business case and associated risks, because positive risk is also known as opportunity, which is a potential benefit or gain for the organization. The other risks are potential threats or losses that could negatively affect the solution or the organization. According to the BABOK® Guide, a business case should include an assessment of the risks, costs, benefits, and impacts of the proposed solution, as well as the alternatives. References: BABOK® Guide, section 3.4.5.1; CCBA® Handbook, section 4.5.

 The BA should ensure buy-in from key stakeholders before using “Product Box” as a collaboration game to prioritize the list of features. Buy-in is the agreement and support of the stakeholders for a proposed solution, approach, or decision. Buy-in is important for the success of any business analysis activity, as it helps to build trust, commitment, and collaboration among the stakeholders. Buy-in can be achieved by involving the stakeholders in the planning, elicitation, analysis, and validation of the requirements, as well as by addressing their needs, expectations, and concerns. The BA should ensure buy-in from key stakeholders for using “Product Box” as a collaboration game, as it may be a new or unfamiliar technique for some stakeholders, or they may have different preferences or opinions on how to prioritize the features. The BA should explain the benefits and purpose of the game, as well as the rules and expectations, and seek feedback and agreement from the stakeholders before conducting the game. The BA should also ensure that the game is aligned with the business objectives and the stakeholder requirements.

References:

• CCBA Handbook, page 16
• [BABOK Guide], page 30
• [Business Analysis for Practitioners: A Practice Guide], page 39
• [Business Analysis: The Question and Answer Book], page 25