IIBA Updated CCBA Exam Questions and Answers by marlowe

 A business analysis methodology is a set of guidelines, standards, and best practices that define how business analysis work should be performed in a specific context. It specifies team roles, deliverables, analysis techniques, and the timing and frequency of stakeholder interactions, as well as the tools, templates, and processes to be used12. A business analysis methodology helps to ensure consistency, quality, and efficiency of the business analysis work across different projects and initiatives. The other options are not accurate descriptions of a business analysis methodology. References:

• 1: Business Analysis Expert Certification, CCBA® | IIBA®
• 2: Business Analysis Methodologies: A Comparison of 5 Common Approaches

Defining the business problem is the task of identifying and describing the root cause or causes of a situation that prevents the organization from achieving its desired goals1. As part of this analysis, the business analyst should consider the following elements2:

• The adverse impacts of the problem, such as reduced revenue, increased costs, customer dissatisfaction, or regulatory non-compliance.
• The benefits from a potential solution, such as increased efficiency, improved quality, enhanced customer loyalty, or competitive advantage.
• The urgency of the problem, such as how quickly the problem needs to be solved, what are the consequences of delaying the solution, and what are the dependencies or constraints that affect the timing of the solution.
• The underlying source of the problem, such as the gap between the current and desired state, the root cause or causes of the gap, the assumptions or constraints that influence the problem, and the stakeholders who are affected by or can influence the problem.

The other options are not elements that should be considered when defining the business problem, but rather factors that may be relevant for other tasks, such as evaluating solution options, conducting market research, or analyzing requirements. References:

• 1: BABOK® Guide, Version 3.0, p. 30
• 2: Business Analysis Expert Certification, CCBA® | IIBA®

 A change-driven business analysis approach is a type of approach that focuses on the rapid delivery of business value in short iterations. It is typically used in agile or adaptive projects that embrace change and uncertainty, and that require frequent feedback and collaboration from the stakeholders. A change-driven approach allows the business analyst to elicit, analyze, specify, and validate requirements in an incremental and iterative manner, and to respond to changing needs and priorities12. Risk-driven, profit-driven, and risk-laden are not types of business analysis approaches, but rather factors that may influence the selection of an approach3. References:

• 1: BABOK® Guide, Version 3.0, p. 34
• 2: Business Analysis Expert Certification, CCBA® | IIBA®
• 3: The Ultimate Guide to Business Capability Analysis

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”