Free IIBA CCBA Practice Exams - Page 22 of 30

Question #211

A senior business analyst (BA) must review the requirements specification of a junior BA. The senior BA puts together a list of key evaluation criteria to guide the determination of a requirement’s quality.

Which of the criteria below is a characteristic of a quality requirement?

A . Mapped
B . Allocated
C . Atomic
D . Owned

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Question #212

A business analyst wants to use benchmarking, but the project manager recommends against the approach. There are, as the project manager points out, several disadvantages to benchmarking.

Which one of the following is not a disadvantage to benchmarking?

A . Discovery of new approaches
B . Time consumption
C . Requirement of expertise of the person conducting the study
D . Inability to produce innovative solutions

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Correct Answer: A
A

Explanation:

Benchmarking is a technique that involves comparing the performance, practices, or processes of one organization with those of another organization or industry leader. Benchmarking can help identify areas of improvement, best practices, and realistic goals. However, benchmarking also has some disadvantages, such as:

Time consumption: Benchmarking can be a time-consuming process that requires collecting, analyzing, and interpreting large amounts of data from multiple sources. It may also involve visiting other organizations or conducting interviews with their staff. Benchmarking may divert resources and attention from other important tasks or activities.

Requirement of expertise of the person conducting the study: Benchmarking requires a high level of expertise and skill from the person conducting the study. The person must be able to select appropriate benchmarks, measure performance accurately, interpret results correctly, and communicate findings effectively. The person must also be aware of the potential biases, limitations, and challenges of benchmarking, such as data availability, validity, reliability, and comparability. Inability to produce innovative solutions: Benchmarking can limit the creativity and innovation of the organization by focusing on existing practices and processes of other organizations. Benchmarking may create a tendency to imitate or copy others, rather than to develop original or novel solutions. Benchmarking may also discourage risk-taking or experimentation, as the organization may become complacent or satisfied with matching or exceeding the benchmarks.

Discovery of new approaches, on the other hand, is not a disadvantage of benchmarking, but rather a potential benefit. Benchmarking can help the organization learn from the best practices and experiences of other organizations, and discover new or alternative ways of doing things. Benchmarking can expose the organization to different perspectives, ideas, and methods that can enhance its performance and competitiveness.

Reference: Capability in Business Analysis™ (CCBA®) Certification, Business Analysis Driving Business Success, A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide)

Question #213

You are the business analyst for the NHQ Project. You have identified several stakeholders that need different types of information related to the requirements.

Which stakeholder would need detailed technical interface requirements?

A . Project manager
B . Testers
C . Implementation subject matter experts
D . Regulators

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Question #214

A business analyst (BA) has set up a number of elicitation workshops with key subject matter experts (SMEs) on a new project. All SMEs have accepted the workshop invitations except for the legal SME who has not responded to any invitations. The first workshop is scheduled for next week and the BA has tried unsuccessfully to reach the legal SME by phone.

How should the BA proceed?

A . Re-check the legal SMEs schedule and re-arrange all of the workshops based on vacancies in his or her public calendar
B . Drop by the legal SMEs desk and have an informed chat about how important his or her involvement and input is on the project
C . proceed with the first workshop and capture the non-response as a project issue for the project manager to address
D . Escalate the non-response to the legal SMEs manager via email and request that they make the legal SME attend

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Question #215

An organization has selected a solution for a business need and the business analyst has elected to use the time boxing/budgeting technique for requirements prioritization.

What is the time boxing/budgeting technique?

A . It’s a method to prioritize requirements based on a pre-determined budget and/or a pre-determined deadline.
B . It’s used when there are conflicting requirements that must be resolved quickly and cost efficiently.
C . It’s a method to rank requirements in different boxes based on time, cost, risk, and need.
D . It’s used to determine which requirements can be implemented fastest and for the least amount of cost.

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Question #216

After an initial project kick-off meeting, the business analyst (BA) determined that the project has a short deadline and a regulatory mandate with stiff penalties for non-compliance. The stakeholders do not want to risk missing the deadline, and management is willing to commit any amount of resources to meet the deadline.

Which kind of approach is suitable for the initiative?

A . Adaptive development process
B . Crystal clear development process
C . Kanban development process
D . Predictive development process

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Question #217

You are a business analyst for your organization and you’re working with the stakeholders to identify the primary inputs to the business analysis approach.

Which of the following will help determine whether a plan- driven or change-driven approach is appropriate? Each correct answer represents a complete solution.

A . Organizational process assets
B . Expert Judgement
C . Business need
D . Penalty of not seizing the opportunity

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Correct Answer: A, B, C, D
A, B, C, D

Explanation:

The business analysis approach is the methodology and process that will be used to conduct business analysis activities and deliver business analysis outputs. The business analysis approach can be either plan-driven or change-driven, depending on the nature and context of the project. A plan-driven approach is a predictive methodology that follows a sequential and structured process, where the requirements and the solution are fully defined before implementation begins. A change-driven approach is an adaptive methodology that follows an iterative and flexible process, where the requirements and the solution are continuously refined and validated through feedback and collaboration1

The primary inputs to the business analysis approach are:

Organizational process assets: These are the policies, procedures, standards, templates, and tools that are available within the organization and that can influence the selection and execution of the business analysis approach. For example, the organization may have a preferred or mandated methodology, a set of best practices, or a repository of historical data that can guide the business analysis activities2

Expert judgement: This is the knowledge and experience of subject matter experts who can provide guidance and recommendations on the most suitable business analysis approach for the project. For example, the experts may include senior business analysts, project managers, stakeholders, or external consultants who have expertise in the domain, the industry, the technology, or the methodology3

Business need: This is the problem or opportunity that the project aims to address. It defines the gap between the current and desired states of the organization and its capabilities. The business need can influence the choice of the business analysis approach based on factors such as the urgency, complexity, uncertainty, and value of the need4

Penalty of not seizing the opportunity: This is the potential loss or risk that the organization may incur if the project fails to deliver the expected benefits or outcomes. It reflects the importance and priority of the project for the organization and its stakeholders. The penalty of not seizing the opportunity can influence the choice of the business analysis approach based on factors such as the scope, quality, cost, and time of the project.

Reference: Business Analysis Body of Knowledge (BABOK® Guide) , Section 5.1: Plan Business Analysis Approach, 5.1.1: Purpose; Business Analysis Body of Knowledge (BABOK® Guide) , Section 5.1: Plan Business Analysis Approach, 5.1.2.1: Organizational Process Assets; Business Analysis Body of Knowledge (BABOK® Guide) , Section 5.1: Plan Business Analysis Approach, 5.1.2.2: Expert Judgement; Business Analysis Body of Knowledge (BABOK® Guide) , Section 5.1: Plan Business Analysis Approach, 5.1.2.3: Business Need; [Business Analysis Body of Knowledge (BABOK® Guide) ], Section 5.1: Plan Business Analysis Approach, 5.1.2.4: Penalty of Not Seizing the Opportunity.

Question #218

A business analyst (BA) has discovered an old checklist prepared for another initiative, which includes the following characteristics: Complete, Feasible, Unambiguous, Testable.

What is the purpose of this checklist?

A . To verify requirements
B . To measure solution performance
C . To validate requirements
D . To compare solution options

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Question #218

A business analyst (BA) has discovered an old checklist prepared for another initiative, which includes the following characteristics: Complete, Feasible, Unambiguous, Testable.

What is the purpose of this checklist?

A . To verify requirements
B . To measure solution performance
C . To validate requirements
D . To compare solution options

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Question #220

A finance manager wants to begin a new project to replace the existing expenses processing system. The finance manager feels that the current expense submission-to-reimbursement process takes too long and is substantiated by 50% more complaints regarding incorrect reimbursement amounts than the same time last year.

What should the business analyst (BA) investigate first?

A . Submission processes to determine which activities can be fully automated
B . Business process to uncover inefficiencies and falling control points
C . Enterprise information model to ensure definitions are still valid
D . Finance solution vendors for inclusion in a Request for information

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