CCBA® V3 Simulation Test 2018

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 CCBA® V3 Simulation Test 2018

Copyright notice

All rights reserved.

IIBA®, BABOK®, CBAP®, CCBA®, ECBATM are registered Trademarks of

International Institute of Business Analysis, Canada.

All trademarks of copyrights mentioned herein are the possession

of their respective owners. We make no claim of ownership by the
mention of products that contain these marks.

Contents of this document should not be disclosed to any

unauthorized person. This document may not, in whole or in part,
be reduced, reproduced, stored in a retrieval system,
translated, or transmitted in any form or by any means,
electronic or mechanical.

This publication may be used in assisting aspirants for CCBA®

examination. It does not warrant that use of this publication
will ensure passing the CCBA® examination.

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Introduction

As the book title suggests, this book is a sample question bank

for the aspirants of the CCBA® examination from IIBA®, Canada.

We have created multiple question banks to assist CCBA

aspirants.

A full set of questions can be purchased on our site @

http://adaptiveus.com/shop/question-bank/

This book is authored by qualified CCBA® trainers who have

helped many other participants clear the CCBA® examination in
the very first attempt. They are also regular trainers for CCBA®
preparations in both corporate and open-hose workshops and have
trained participants across the world – USA, Australia, Middle
East, South East Asia, Europe and Africa.

Now CCBA® examination is based on BABOK® v3.0 and so is this

question bank. This book is also supported by a study guide and
elearning.

The CCBA® study guide and eLearnings can be purchased

http://adaptiveus.com/shop/

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For the full version of this book, please write to

[email protected]

Feedbacks and suggestions on the book

We will be glad and thankful if you can share your feedbacks and
suggestions on the book. Please send your feedbacks and
suggestions to [email protected]

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CCBA®
Simulation
Test 01
Time allotted: 3 Hours (180 Minutes)

All Questions have only 1 correct answer

Best of luck for the examination!

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1. Which statement completes the following statement the LEAST

effectively? When considering the impact of 'project approach' on business
analysis planning for the customized component of a new software package,
the approach will

A. Have an impact on planning and monitoring business analysis tasks as

well as on the roles and responsibilities for business analysis

B. Always is a predecessor to the start of requirements planning and

management

C. Always is a successor to the start of requirements planning and

management

D. Determine the formality of communication with the developers

2. Business analysts need to understand real needs of stakeholders.

Typically the pattern to be followed by business analysts while conducting
interviews will be

A. First Open-ended, Later Close-ended

B. First Open-ended, Later Calculation

C. First Closed-ended, Later Open-ended

D. First Unstructured, Later Structured

3. Stakeholder S is adding unnecessary requirements and expectations into

the go/no go criteria. What would be the approach before submitting the
requirements package?

A. Call a meeting with the project sponsor and the SME in question and
layout the assessment of the situation

B. If a Business Analyst believe the stakeholder will be disruptive to the

decision-making process, do not invite the stakeholder from the decision
package review meeting

C. Facilitate a brainstorming session among executive team members to deal

with the SME's expectations

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D. Seek a meeting with the SME to listen carefully to the concerns and be
able to reflect them back to the stakeholder

4. Which one among the following statements is CORRECT regarding the

process of selecting and prioritizing projects

A. Business analysts play an incidental role in portfolio management

process since this is primarily an executive governance body activity

B. Executives and key stakeholders are required to evaluate potential

initiatives based on least risk to the enterprise

C. Portfolio planning and management groups usually follow a free-form

decision-making methodology to ensure the widest input

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D. Business analysts often supports the sponsor when presenting the project
proposal information

5. Business Analyst A has been going through hundreds of difficult

scenarios that the business needs to understand. All of the scenarios are
rules-based. What is the BEST document for Business Analyst A to use to
represent these difficult scenarios?

A. Decision table

B. Hierarchy table

C. Multiplication table

D. Rules table

6. Business Analyst A is preparing for a lessons learned meeting. Which

one among the following best describes the lessons learned session?

A. A's session is typically highly structured

B. A's session is informal

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C. A's session is dictated by all of the stakeholders needs

D. A's session can include any format or venue that works for key
stakeholders

7. Why the task “Determine the appropriate format for requirements” is

important to the project?

A. It assures that the same organizational artefacts are used consistently

by all business analysis in all situations

B. It assures that each requirement is described in a unique format that

respects the title and authority of the highest ranking stakeholder in the
audience

C. It assures that requirements are understandable to their particular

stakeholders

D. It assures that the presenter has sufficient time to learn new tools to
enhance each presentation of requirements to different target audiences

8. Which one among the following aspects does the facilitator of a

requirements elicitation session have responsibility for?

A. Enforce discipline and ground rules for the session

B. Participate in content of the discussion when appropriate

C. Making decisions during the session

D. Provide the right information to stakeholders during the session

9. Traceability ensures solutions' conformance to requirements and to

assist in scope and change management. What types of traceabilities can be
performed?

A. Derivation and allocation, cost and location

B. Relationship to other requirements, relationship to sponsorship

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C. Forwards and backwards, cost and location

D. Derivation and allocation, relationship to other requirements

10. Which one among the following is a quantitative benefit that can be
included in a business case?

A. Likely reduction in application maintenance cost as a result of using

use cases on the project

B. Reduced inventory from having more accurate counts and through auto-
replenishment

C. Improved customer satisfaction as a result of better web site navigation

D. Improved communication between order-entry and warehouse staff

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Answers to the test

Question Correct Explanation

# option
1 B Observe word LEAST - This is a negative question.
Although V3 does not advocate negative questions, still
keep an eye on the question.

2 A Interviews typically start with open ended questions

and close with close ended questions

3 D This is a good approach as it tries to find a win-win

solution.

4 D Role of BA

5 A Purpose of the technique

6 D Remember - BABoK is NOT prescriptive

7 C Main purpose of documentation.

8 A This is the primary responsibility for the facilitator

9 D Definitions

10 B Most quantitatively measurable option

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Complimentary
Bonus Chapter on
CCBA® Examination
Tips and Tricks

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 CCBA® V3 Simulation Test 2018

1. Preface and Introduction

Your notes:
1.1 What is business analysis?

BABOK® definition: BA is the practice of

enabling change in an enterprise by defining
needs and recommending solutions that deliver
value to stakeholders.

BA enables an enterprise to articulate its

needs, rationale for change and to design and
describe solutions that can deliver value.

BA can be performed within a project or across

the enterprise. It can be used to understand
the current state, Define future state and
determine activities required for transition.

BA can be performed from various perspectives

like agile, business intelligence, information
technology, business architecture, business
process management etc.

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Who is a Business analyst?

A person who performs BA tasks mentioned in

BABOK® is considered a Business analyst
irrespective of his job title or organization
role.

Business analysts elicit actual needs of

stakeholders, not simply capture expressed

desires. They are also responsible for
discovering and analysing information from
various sources.

Common job titles for BAs are business

architect, system analyst, requirements
engineer, process analyst, management
consultant, product manager etc.

Business analysts help organizations define

the optimal solutions for their needs, given
the set of constraints (including time,
budget, regulations and others).
Key activities BAs perform are:

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Understand problems and goals of the

enterprise

Analyze needs and solutions

Devise strategies

Drive change

Facilitate stakeholder collaboration

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1.2 What is IIBA®?

International Institute of BA (IIBA® ) was founded

in Toronto, Canada in October of 2003 to support
the BA community by:

 Creating and developing awareness and

recognition of the value and contribution of
the business analyst.
 Defining the BA body of knowledge (BABOK®).
 Providing a forum for knowledge sharing and
contribution to the BA profession.
 Publicly recognizing and certifying qualified
practitioners through an internationally
acknowledged certification program.
What is BABOK®?

BABOK® contains a description of generally accepted

practices in the field of business analysis. It
gives a guidance on the skills and knowledge that a
business analyst must possess. Contents of BABOK®
have been verified thoroughly by practitioners.

BABOK® does not mandate that practices

described should be followed under all

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circumstances.

Any set of practices MUST be tailored to the

specific BA conditions.

The goal of revising BABOK® v2.0 and coming up with

the new version v3.0 are as follows:

 Incorporate new concepts and practices

 Address the evolving scope of the profession
 Incorporate lessons learnt form practitioners
 Enhance readability and usability of the guide
and consistency and quality of texts and
illustrations
 Improve consistency with other generally
accepted BA standards

1.3 What and Why of CCBA®

CCBA® stands for Certification of Capability in

Business Analysis, 2nd level certification provided
by International Institute of Business Analysis
(IIBA®), Canada (www.IIBA® .org).

Following are some of the benefits of becoming a

CCBA® :

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 Be recognized for your competency in business

analysis.
 Business analysis is the fastest growing career
opportunity for IT professionals.
 People with domain experience can move into IT
sector by becoming a business analyst.
 Better job prospects.
 Better salary.

Target Audience for CCBA®

CCBA examination targets the following audience:

 Current CCBAs
 Level 1s
 Those who have fallen into the role
 Developing BAs
 Hybrid BAs (PMs, testers, QA, change managers,
designers)
 Product owners/managers
 Non-BA consultants
 Trainers

Eligibility for CCBA®

 High school (i.e., 12 years of education is

required. In India, this will be higher
secondary school) and above.

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 Minimum 3750 hours of Business analysis-related

work in the last 7 years.

 Professional development: 21 hours of verifiable

BABOK® coursework in the last 4 years. Adaptive

Processes is an authorized EEP of IIBA®, its
trainings provide desired PDUs for the CCBA®
certification examination.

 References: Two references.

 Minimum 900 hours in each of the 2 knowledge

areas or 500 hrs in each of 4 KAs.

 Signed code of conduct is required.

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You can download a BA experience calculator at no

cost from our eStore.

CCBA® Question pattern

 This will be a scenario based examination.
 Situations will be described in 2-4 sentences
 Multiple choice answers
 130 questions
 3 hours
Examination weightage – KA wise
Domain % Distribution

Business Analysis Planning

12%
and Monitoring

Elicitation and 20%

Collaboration

Requirements Life Cycle 18%

Management

Strategy Analysis 12%

Requirements Analysis and 32%

Design Definition

Solution Evaluation 6%

Additional Information
 Application expires within 1 year from approval
 3 exams can be taken within a year without

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requiring any waiting time in between

Certification process
 Become an IIBA® member at www.IIBA® .org.

 Benefits include free, unlimited access to the

BABOK® and 500+ online books, local, national
and international networking opportunities and
ability to influence the growth and direction of
the BA profession.

 Take required training from an IIBA® EEP, such

as Adaptive Processes
(www.AdaptiveProcesses.com).
 Download BABOK® and start reading.
 Join a study group, or start one.
 Begin preparing for the application.

Preparing the application

 Begin the application at least 2 weeks before

you plan to apply.
 It can take anywhere from 6-10 hours to
complete.
 Download and use Adaptive BA experience
calculator.
 Apply within 6 months of when you plan to write.

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 CCBA® V3 Simulation Test 2018

 You can download the CCBA® handbook for a

detailed application process at IIBA® web-site.

Tips for the certification examination

 Please keep it in your mind that CCBA® is a test
on your knowledge of BABOK®, not your knowledge
on BA practice as you may be following in your
workplace.

 Answers need to be as per BABOK®, not what

you may think appropriate.

 Questions are pretty much straight forward.
 No long descriptive questions. However, there
are questions with diagrams.
 No long answers. All questions had single
statement answers.
 Avoid answers which are prescriptive. BABOK®
does not provide any specific level of rigor to
be adopted in any activity.
 Be careful with answers which say something

should be 100% or 0% - It’s very hard to

find such digital options in life.

 Avoid terms which are not mentioned in BABOK®.
Such a term can be technically correct, for
example a specific company may have a Wok

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Breakdown System – however BABOK® does not have

any such term. BABOK® term is Work breakdown
structure.
 Multiple options can be technically correct;

choose the BEST option.

 Do not trust long lists.

Knowledge areas

Knowledge areas represent areas of specific BA

expertise.

There are 6 knowledge area in BABoK:

1. BA planning and monitoring
2. elicitation and collaboration
3. Requirements life cycle management
4. Strategy analysis
5.Requirements analysis and design definition
6. Solution evaluation

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Knowledge Areas Description

BA planning and Tasks BAs perform to organize and coordinate
monitoring efforts of BAs and stakeholders
Elicitation and Tasks BAs carry out to Prepare for
collaboration elicitation, Conduct elicitation activities,
confirm results, communicate and collaborate
with stakeholders

Requirements Tasks BAs perform to manage and maintain

life cycle requirements and design information from start
management till end
Strategy Tasks BAs perform to identify a need of
analysis strategic or tactical importance, how to
collaborate and enable stakeholders to address
that need etc.
Requirements Tasks BAs carry out to organize elicited
analysis and requirements, model them, validate and verify
design them and identify and estimate Potential value
definition of solution options
Solution Tasks BAs perform to assess the performance
evaluation and value delivered by a solution

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Diagram below depicts the relationships between different

knowledge areas:

Tasks

A task is an essential piece of work to be

performed as part of business analysis. Each

task should be performed at least once

during most BA initiatives. There is no upper
limit to the number of times any task may be
performed. Tasks may be performed at any

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scale – from few minutes to few months.

In this book, tasks are structured in the

following manner:

Purpose: Short description as to why a BA performs a task and

the value derived from it

Inputs Stakeholders Outputs

This section lists This section lists This section lists
the inputs for a stakeholders who are the results produced
task which will likely to participate by performing a task
lead to outputs in a task
Guidelines and Tools: This section lists resources which are
required to transform input into output.
Techniques: This section lists the techniques that can be used
to perform the BA task

1.4 Underlying competencies

Underlying competencies are skills, knowledge

and personal characteristics that support
effective performance of business analysis.

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Table of contents for Mastering CCBA® V3 Handbook

Copyright notice ................................................. 1

Adaptive workshops catalogue ..................................... 9

1. Preface and Introduction ................................... 11

What is business analysis? .................................... 11

Who is a Business Analyst ..................................... 12

What is IIBA® ? ............................................... 14

What is BABOK® ? .............................................. 14

What and Why of CBAP® ......................................... 16

Eligibility for CBAP® ......................................... 16

Certification process ......................................... 17

Preparing the application ..................................... 18

Tips for the certification examination ........................ 19

Knowledge areas ............................................... 20

Knowledge areas ............................................... 21

Tasks ......................................................... 23

Underlying competencies ....................................... 24

2. Business analysis key concepts ............................. 25

Key terms ..................................................... 25

Requirement Classification .................................... 26

Stakeholders .................................................. 27

3. Business Analysis Planning and Monitoring .................... 29

3.1 Plan business analysis approach ........................... 32

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3.2 Plan Stakeholder Engagement ............................... 39

3.3 Plan Business Analysis Governance ......................... 45

3.4 Plan Business Analysis Information Management ............. 49

3.5 Identify Business Analysis Performance Improvements ....... 56

4. Elicitation and Collaboration ................................ 60

4.1 Prepare for elicitation ................................... 63

4.2 Conduct elicitation ....................................... 67

4.3 Confirm elicitation result ................................ 70

4.4 Communicate Business Analysis Information ................. 72

4.5 Manage Stakeholder Collaboration .......................... 76

5. Requirements Life Cycle Management ........................... 79

5.1 Trace Requirements ........................................ 82

5.2 Maintain Requirements ..................................... 85

5.3 Prioritize Requirements ................................... 87

5.4 Assess Requirements Changes ............................... 90

5.5 Approve Requirements ...................................... 92

6. Strategy Analysis ............................................ 94

6.1 Analyze Current State ..................................... 98

6.2 Define Future State ...................................... 104

6.3 Assess Risks ............................................. 109

6.4 Define Change Strategy ................................... 113

7. Requirements Analysis and Design Definition ................. 117

7.1 Specify and Model Requirements ........................... 119

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7.2 Verify Requirements ...................................... 124

7.3 Validate Requirements .................................... 126

7.4 Define Requirements architecture ......................... 129

7.5 Define design options .................................... 132

7.6 Analyze Potential Value and Recommend Solution ........... 135

8. Solution Evaluation ......................................... 138

8.1 Measure Solution Performance ............................. 140

8.2 Analyze Performance Measures ............................. 143

8.3 Assess Solution Limitations .............................. 145

8.4 Assess Enterprise Limitations ............................ 148

8.5 Recommend Actions to Increase Solution Value ............. 152

9. Underlying Competencies ..................................... 155

Analytical Thinking and Problem Solving ...................... 155

Behavioral Characteristics ................................... 157

Business Knowledge ........................................... 159

Communication Skills ......................................... 160

Interaction Skills ........................................... 162

Tools and Technology ......................................... 163

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About Adaptive US

Adaptive US is a leading global Key facts

player helping its clients improve  Consulting, training,

their BA and requirements staffing and products for
engineering capabilities and BA and requirements
practices. engineering.

 200+ person-years
consulting experience.

 200+ Clients across the

globe.

 10+ Fortune 500 clients.

 200+ workshops in India,

US, Thailand, Philippines,
Malaysia.

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Unique benefits of working with us

Our key clients

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Adaptive workshops catalogue

Category Course Name

Business analysis Certified Business analyst Professional

(CBAP® ) (Endorsed by IIBA®, Canada)

Business analysis Certification of Capability in BA

(CCBA) (Endorsed by IIBA®, Canada)

Business analysis Entry Certificate in BA (ECBA)

(Endorsed by IIBA®, Canada)

Please note that we modify course catalog based on changing

business needs. For the latest information, always refer to our
web-site, www.AdaptiveUS.com.

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