IIBA CCBA Based on Real Exam Environment

 A business case is a document that provides the rationale and justification for initiating a project or a change. A business case typically includes the description of the business need, the analysis of the current state and the desired state, the evaluation of the solution options, and the recommendation of the preferred solution. A business case can also include the estimation of the costs, benefits, risks, and impacts of the solution, as well as the return on investment (ROI) and the payback period. A business case can help the business analyst (BA) to justify the additional funds for the implementation of the solution, by showing how the solution will deliver value to the organization and the stakeholders, and how it will address the business need and the requirements. Therefore, option A is the correct answer. The other options are not sufficient to justify the additional funds for the implementation, as they only focus on one aspect of the solution, such as the cost, the risk, or the benefit, and do not provide a comprehensive and compelling argument for the solution. References: BABOK® Guide, page 31; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

 Solution assessment is the process of evaluating the proposed or implemented solutions, assessing their value and performance, and recommending improvements or changes. Solution assessment can be done in multiple iterations, depending on the number and nature of the solutions, the complexity and uncertainty of the problem, and the stakeholder preferences and expectations. The business analyst can do multiple assessments, one for each solution or to compare multiple solutions, to determine the best solution that meets the business need and objectives, and delivers the expected benefits and outcomes12

Option B is incorrect because there is no rule that the business analyst should perform the same type of assessments for each solution to be balanced. The type of assessments that the business analyst performs depends on the criteria and metrics that are relevant and appropriate for each solution, as well as the availability and reliability of the data and information. The business analyst should use the most suitable and effective assessment methods for each solution, which may vary depending on the solution characteristics and context34

Option C is incorrect because the business analyst can do more than one assessment per solution. The business analyst may need to repeat or refine the assessment for a solution, based on the feedback, validation, and verification of the results, or the changes in the requirements, assumptions, or constraints. The business analyst may also need to perform different types of assessments for a solution, such as feasibility, cost-benefit, risk, impact, gap, or performance assessments, to evaluate the solution from different perspectives and dimensions12

Option D is incorrect because there is no limit to the number of solution assessments that the business analyst can do. The business analyst should not assume that some of the solutions are better than others, without conducting a proper and rigorous assessment. The business analyst should consider all the possible solutions that are within the solution scope, and evaluate them based on the agreed criteria and metrics, to ensure that the optimal solution is selected and implemented5

References:

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 7: Solution Evaluation, p. 157-158.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 8: Solution Evaluation, Lesson 8.1: Measure Solution Performance, p. 6-7.

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 7: Solution Evaluation, Section 7.2: Solution Evaluation Techniques, p. 160-161.

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

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 7: Solution Evaluation, Section 7.3: Recommend Actions to Increase Solution Value, p. 162-163.

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

A plan-driven approach to business analysis is an approach that plans upfront with maximum control of what the expected implementation would be. The waterfall project methodology supports a predictive approach in planning. In this approach, the business analyst defines the requirements at ahigh level and then seeks formal approval from the stakeholders before proceeding to the next phase of the project. This ensures that the scope and objectives of the project are clear and agreed upon by all parties involved. The initial requirements are also known as the business requirements or the scope statement. They provide a broad overview of the problem or opportunity, the desired outcomes, the assumptions, constraints, and risks1.

When it comes to communication in a plan-driven approach, the type of communication that is likely required is formal. Formal communication is communication that follows a predefined structure, format, and protocol. It is usually documented, approved, and distributed through official channels. Formal communication is suitable for a plan-driven approach, as it helps to ensure clarity, consistency, accuracy, and traceability of the information. Formal communication also helps to manage expectations, reduce ambiguity, and avoid conflicts or misunderstandings2.

The other options are not correct types of communication that are likely required in a plan-driven approach:

A. Face-to-face: Face-to-face communication is communication that occurs when the participants are physically present and interact directly with each other. It is usually informal, spontaneous, and dynamic. Face-to-face communication is more suitable for an adaptive or agile approach, as it helps to foster collaboration, feedback, and trust among the stakeholders2.

B. Ad hoc: Ad hoc communication is communication that occurs without any prior planning or preparation. It is usually informal, flexible, and responsive. Ad hoc communication is more suitable for an adaptive or agile approach, as it helps to accommodate changes, uncertainties, and emergent issues2.

C. Chain of command: Chain of command communication is communication that follows the hierarchical structure of the organization. It is usually formal, authoritative, and controlled. Chain of command communication is not a type of communication that is specific to a plan-driven approach, as it can be used in any organizational context. However, it may not be the most effective or efficient way of communicating, as it may create delays, distortions, or barriers in the information flow2. References:

1: How to Choose the Right Business Analysis Approach2, section Waterfall Approach, page 1-2

2: How to create a business analysis communication plan1, section Types of communication, page 2-3

The ground rules of the workshop are the principles or guidelines that define the expectations and behaviors of the participants in the workshop. They help to create a positive and productive environment for the elicitation process, and to prevent or resolve any conflicts or issues that may arise during the workshop. The ground rules of the workshop should be established and agreed upon by the participants before the workshop begins, and should be reviewed and reinforced throughout the workshop. Some examples of the ground rules of the workshop are: 1

Share all relevant information

Respect each speaker and listen attentively

Keep jargon to a minimum and explain acronyms

Be timely and stick to the agenda

Only one conversation at a time

No idea is bad and no criticism is personal

Use the parking lot for off-track topics

Communicate, communicate, communicate

Option B is incorrect because an understanding of who are the most important stakeholders is not what must first be established in the workshop, but what must be determined in the stakeholder analysis process. The stakeholder analysis process is the process of identifying and assessing the stakeholders who have an interest or influence on the project or the solution, and determining their needs, expectations, and level of involvement. The stakeholder analysis process should be done before the workshop, and the results should be used to plan and prepare the workshop, such as selecting the participants, defining the objectives, choosing the techniques, and designing the agenda2

Option C is incorrect because an understanding of the business opportunity is not what must first be established in the workshop, but what must be defined in the strategy analysis process. The strategy analysis process is the process of identifying and describing the problem or opportunity that the organization faces and how it aligns with the organizational goals and objectives. The strategy analysis process should be done before the workshop, and the results should be used to guide and scope the workshop, such as defining the current state, determining the future state, and assessing the risks and benefits.

Option D is incorrect because an understanding of the requirements elicitation processes is not what must first be established in the workshop, but what must be planned in the business analysis planning and monitoring process. The business analysis planning and monitoring process is the process of defining and documenting the business analysis approach, activities, tasks, deliverables, roles,responsibilities, and governance. The business analysis planning and monitoring process should be done before the workshop, and the results should be used to execute and control the workshop, such as selecting the methods, preparing the materials, facilitating the session, and documenting the outcomes.

References:

Example Workshop Ground Rules - EBG Consulting

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.2: Plan Stakeholder Engagement, p. 34-35.

[Business Analysis Body of Knowledge (BABOK® Guide)], Version 3, Chapter 6: Strategy Analysis, Section 6.1: Define Current State, p. 133-134.

[Business Analysis Body of Knowledge (BABOK® Guide)], Version 3, Chapter 2: Business Analysis Planning and Monitoring, Section 2.1: Plan Business Analysis Approach, p. 31-33.