IIBA Updated CCBA Exam Questions and Answers by amirah

According to the BABOK® Guide, alternative generation is a technique that involves identifying and exploring different ways to achieve the desired outcomes. One of the outputs of this technique is the option of doing nothing, which means maintaining the current state without implementing any changes. This option should always be included as a baseline for comparison with other alternatives and to assess the value of change. References: BABOK® Guide, page 72; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

 The BA was attempting to achieve the effect of stimulating teamwork in a fun situation by using a collaborative game to elicit requirements. A collaborative game is a technique that uses game elements, such as rules, goals, challenges, rewards, and feedback, to engage the stakeholders in a creative and interactive way. A collaborative game can help to overcome the challenges of a stalled project, such as low motivation, poor communication, lack of trust, or resistance to change, by fostering a positive and collaborative atmosphere, enhancing stakeholder participation and involvement, generating new ideas and insights, and building consensus and commitment. A collaborative game can also help to elicit requirements that are more complete, accurate, and aligned with the stakeholder needs and expectations.

References: The answer is verified and explained using the principles found in the CCBA® certification learning documents, specifically the Business Analysis Body of Knowledge (BABOK®) guide, which outlines the knowledge areas and skills required for effective business analysis and the handling of such situations123.

 According to the BABOK® Guide, progressive elaboration is a project management approach that involves refining the requirements and project scope as more information becomes available and the level of uncertainty decreases. Progressive elaboration allows the project team to adapt to changing needs and priorities, and to deliver value incrementally. Progressive elaboration is often used in conjunction with iterative or change-driven approaches, but it is not the same as them. Therefore, option D is the correct answer. The other options are not project management approaches, but rather business analysis approaches that describe how the business analysis work is planned and performed. References: BABOK® Guide, page 24; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

The project scope statement is not an input to the qualitative risk analysis process, but an output of the project scope management process. The project scope statement defines and documents the project objectives, deliverables, requirements, assumptions, constraints, and boundaries. It helps to establish the baseline for the project scope, schedule, and cost. The project scope statement is not directly related to the qualitative risk analysis process, which focuses on prioritizing the identified risks based on their probability and impact12

The inputs to the qualitative risk analysis process are the following:

Risk management plan: This is a document that describes how the risk management activities will be planned, executed, and controlled throughout the project life cycle. It includes information such as the risk management methodology, roles and responsibilities, budget, schedule, risk categories, risk appetite, risk thresholds, risk scoring and ranking methods, risk reporting and communication formats, and risk audit and review processes. The risk management plan provides the guidance and direction for the qualitative risk analysis process34

Stakeholder register: This is a document that identifies and records the information about the project stakeholders, such as their names, roles, interests, influence, expectations, communication preferences, and engagement levels. The stakeholder register helps to determinethe relevant and appropriate stakeholders to involve in the qualitative risk analysis process, and to tailor the risk analysis and communication methods to suit their needs and preferences5

Risk register: This is a document that records the information about the project risks, such as their identification, description, causes, sources, categories, owners, responses, status, and updates. The risk register is the main input and output of the risk management processes, as it captures the results of the risk identification, analysis, response, and monitoring activities. The risk register provides the list of risks to be prioritized in the qualitative risk analysis process.

References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 5: Project Scope Management, Section 5.3: Define Scope, p. 154-155.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.4: Define Solution Scope, p. 6-7.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 11: Project Risk Management, Section 11.1: Plan Risk Management, p. 397-398.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 8: Solution Evaluation, Lesson 8.2: Assess Enterprise Limitations, p. 6-7.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, Section 13.1: Identify Stakeholders, p. 513-514.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 6: Elicitation and Collaboration, Lesson 6.2: Prepare for Elicitation, p. 6-7.

[A Guide to the Project Management Body of Knowledge (PMBOK® Guide)], Sixth Edition, Chapter 11: Project Risk Management, Section 11.2: Identify Risks, p. 414-415.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 8: Solution Evaluation, Lesson 8.3: Recommend Actions to Increase Solution Value, p. 6-7.