IIBA Updated CCBA Exam Questions and Answers by yazan

According to the BABOK Guide, high quality requirements have the following characteristics1:

Atomic: Each requirement addresses only one thing and can be verified independently.

Complete: Each requirement provides all the information necessary for the intended audience to understand it.

Consistent: Each requirement does not conflict with any other requirement or source of authority.

Correct: Each requirement accurately describes the needs of the stakeholders and the solution.

Feasible: Each requirement can be implemented within the constraints of the project and the environment.

Modifiable: Each requirement can be changed when necessary and the impact of the change can be assessed.

Prioritized: Each requirement has an agreed-upon level of importance or urgency relative to other requirements.

Testable: Each requirement can be verified using a defined process or method to determine whether it meets the acceptance criteria.

Unambiguous: Each requirement has only one possible interpretation and is clear and concise.

Understandable: Each requirement can be comprehended by the intended audience without any difficulty or confusion.

Among these characteristics, the one that demands that all requirements in a set or model support its overall purpose and scope is cohesive. Cohesion is the degree to which the elements of a set ormodel are logically related and focused on providing a specific and consistent outcome2. A cohesive set or model of requirements is easier to understand, maintain, and verify, as it avoids unnecessary complexity, redundancy, and inconsistency. A cohesive set or model of requirements also ensures that the requirements are aligned with the business objectives and stakeholder needs, and that they do not introduce any out-of-scope or irrelevant features or functions3. References:

1: BABOK Guide, section 4.1 Prepare for Elicitation, page 62

2: CBAP/CCBA Certified Business Analysis Study Guide, 2nd Edition, by Susan Weese and Terri Wagner, Wiley, 2011, page 153

3: The Four Attributes of High-Quality Requirements4, section Cohesion, page 1

According to the BABOK® Guide, user classes, profiles, and roles are a type of model that describes the people who will interact with the solution, their characteristics, and their needs. This model helps to identify the stakeholders, their expectations, and their requirements. Management has asked the business analyst to create this type of model to describe the people within and without of the organization who will interact with the solution. References: BABOK® Guide, page 116; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

According to the BABOK Guide, the process of defining the business need involves identifying and describing the problem or opportunity that requires a change in the current state of the organization, and articulating the value proposition for the change1. The process of defining the business need uses one output, which is business need. Business need is a statement that describes the problem or opportunity, the desired outcome, the assumptions, constraints, and risks, and the impact on the organization and its stakeholders2. Business need is used as an input for other tasks, such as defining the solution scope, assessing the current state, and conducting stakeholder analysis1.

The other options are not correct outputs of the process of defining the business need:

Feasibility study: A feasibility study is an analysis that evaluates the viability and suitability of a proposed solution based on various criteria, such as technical, operational, economic, legal, and social factors3. A feasibility study is not an output of the process of defining the business need, but rather an output of the task of assessing proposed solutions1.

Solution scope: Solution scope is a description of the boundaries of the solution, including what is in and out of scope, the key assumptions and constraints, and the major features and functions2. Solution scope is not an output of the process of defining the business need, but rather an output of the task of defining the solution scope1.

Capability gaps: Capability gaps are the differences between the current and desired capabilities of the organization, such as processes, skills, systems, or resources2. Capability gaps are not an output of the process of defining the business need, but rather an output of the task of assessing the current state1. References:

1: BABOK Guide, section 5.1 Define the Business Need, page 94

2: BABOK Guide, section 3.8 Glossary, page 516-524

3: CBAP/CCBA Certified Business Analysis Study Guide, 2nd Edition, by Susan Weese and Terri Wagner, Wiley, 2011, page 297

A plan-driven approach to business analysis planning and monitoring is a method that defines and documents the business analysis activities and deliverables in advance, and follows a predefined process for executing and controlling them. A plan-driven approach is suitable for projects that have a clear and stable scope, low uncertainty, and high predictability. A plan-driven approach typically requires a significant amount of formality and detail, such as formal approval of requirements, detailed documentation of business analysis artifacts, and rigorous change management procedures. References: The plan-driven approach to business analysis planning and monitoring is discussed in the BABOK Guide, version 3, under the section 3.1 Plan Business Analysis Approach1. The CCBA Certification Study Guide, version 3, also covers this topic under the chapter 4 Business Analysis Planning and Monitoring2. Additionally, the CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition provides a detailed comparison of plan-driven and change-driven approaches to business analysis