CCBA IIBA Certification of Capability in Business Analysis (CCBA) Free Practice Exam Questions (2025 Updated)

The diagram that the BA created is a flowchart diagram of a procurement process. A flowchart diagram is a graphical representation of a process that shows the steps, decisions, inputs, outputs, and roles involved. A diagram of this type can help users to understand process improvement by identifying the current state of the process, highlighting the pain points, bottlenecks, delays, or inefficiencies, and suggesting ways to optimize or streamline the process. References: Flowchart Diagram, Process Improvement

 The scenario describes a situation where there is a discrepancy between the system users’ perception and the system performance statistics regarding the new payments system. The BA needs to demonstrate to the users how the new system is performing and address their complaint. The best way to do this is to collect system metrics and communicate the results in an understandable format. System metrics are quantitative measures that indicate the performance, quality, and efficiency of the system. Communicating the results in an understandable format means using clear and simple language, charts, graphs, or tables to present the data and explain the benefits of the new system.

References: The answer and explanation are consistent with the CCBA® Handbook and the IIBA® website, which provide the details and best practices for the solution evaluation knowledge area, including the task of measure solution performance12. The CCBA® resources also describe the techniques and tools that can be used to perform each task in the business analysis process, such as system metrics and communication

According to the Capability in Business Analysis™ (CCBA®) guidelines, one of the tasks that business analysts perform in the requirement management and communication activity is to maintain the requirements, which includes tracking and documenting the changes and updates to the requirements12. An audit history of changes is a tool that helps the business analysts to record and review the changes that have been made to the requirements, including the date, time, author, and reason for each change34. An audit history of changes can help the project team to investigate the issue when a system owner calls to inquire about a recent change in one of the requirements, as it can show who requested the change, when it was approved, and how it was communicated to the stakeholders.

References: The CCBA® learning documents, which can be found on the IIBA website12, describe the various tasks and techniques that a business analyst can use to manage and communicate the requirements, including the maintenance of requirements and the use of audit history of changes. Additionally, the IIBA Bookstore offers resources that provide further insights into the objectives and best practices for business analysis, including the use of audit history of changes345.

This option directly addresses the Product Manager’s need to differentiate and review sales performance specifically for general insurance, which is essential for tracking against set targets. The other options do not specifically relate to reviewing general insurance sales or tracking performance against annual targets.

 According to the BABOK® Guide, a predictive approach is a business analysis approach that defines the scope, requirements, and designs early in the change initiative lifecycle. This approach is suitable for projects that have a clear and stable vision, well-understood requirements, and a low degree of uncertainty and change. A predictive approach also involves large upfront planning and detailed documentation, which are often required in heavily regulated domains. Therefore, a predictive approach is the recommended approach for the project described in the question. References: BABOK® Guide, Version 3, Chapter 2, Section 2.2.1; Business Analysis Expert Certification, CCBA® | IIBA®, Section “What Should I know to be CCBA Certified?”

The scenario describes a global organization that is in the process of implementing a new Knowledge Management System and has chosen to communicate informally to different regions. Given that the team is confident in the final conversions and has experienced variances, email communication would be appropriate for iterative updates and addressing any variances that arise. Email allows for quick dissemination of information and can be used to reach all relevant stakeholders across different regions effectively.

References: The answer and explanation are aligned with the principles found in the CCBA® certification materials, which emphasize the importance of effective communication tailored to the project’s needs and the stakeholders’ preferences12. The CCBA® resources suggest that business analysts should use communication methods that are efficient and effective for the context of the work

The business analyst (BA) should have analyzed the completeness of the use case scenarios to avoid the situation of missing important pieces of information in the system. According to the BABOK Guide, completeness is “the degree to which a set of requirements contains all the information necessary to achieve the business objectives” 3. By analyzing the completeness of the use case scenarios, the BA can ensure that they cover all the possible paths, exceptions, preconditions, postconditions, and data elements of the system. Performing decision analysis, identifying assumptions, and preparing activity diagrams are useful techniques, but they do not directly address the issue of completeness. References: 3: BABOK Guide, Version 3, Section 8.2 Analyze Current State

According to the BABOK® Guide, job shadowing is an elicitation technique that involves observing a stakeholder performing their work in their natural environment. Job shadowing can be passive/unnoticeable, where the observer does not interact with the performer, or active/noticeable, where the observer asks questions or participates in the work. One of the advantages of using a passive/unnoticeable job shadowing approach is that it can identify instances of informally performed tasks as well as any workarounds that the performer may use to overcome system limitations or process inefficiencies. These instances may not be captured by other elicitation techniques or may not be reported by the performer due to fear of reprisal or lack ofawareness. References: BABOK® Guide, Version 3, Chapter 4, Section 4.10; Business Analysis Expert Certification, CCBA® | IIBA®, Section “What Should I know to be CCBA Certified?”

The scenario describes a task that involves recommending a phased rollout of a new application. The phased rollout is a technique used by business analysts to deliver the solution incrementally, in stages or iterations, rather than all at once. The BA expects to achieve several benefits by this approach, such as:

Reducing the risk and complexity of the project by breaking it down into smaller and manageable chunks

Increasing the quality and usability of the solution by incorporating feedback and testing at each stage

Enhancing the value and satisfaction of the stakeholders by delivering the most important or urgent features first

Improving the alignment and adaptation of the solution to the changing business needs and environment

References: The answer and explanation are consistent with the CCBA® Handbook and the IIBA® website, which provide the details and best practices for the phased rollout technique as part of the business analysis process12. The CCBA® resources also describe the benefits and challenges of using different delivery approaches, such as phased rollout12.

According to the BABOK® Guide, non-functional requirements analysis is a technique that is used to examine and group requirements that describe the quality attributes of a solution, such as efficiency, capacity, security, and scalability. Non-functional requirements analysis helps to ensure that the solution meets the expected standards of performance, reliability, usability, and maintainability. Non-functional requirements analysis also helps to identify trade-offs and dependencies among different quality attributes. References: BABOK® Guide, Version 3, Chapter 10, Section 10.32; Business Analysis Expert Certification, CCBA® | IIBA®, Section “What Should I know to be CCBA Certified?”

According to the BABOK Guide, defining the future state is a technique for strategy analysis. This technique can help the BA perform the work of cataloguing the new, removed, and modified components of an upcoming project, as it describes how the organization or business unit will operate after implementing a change3. By doing so, the BA can identify the gaps between the current state and the future state, and define the solution scope and approach. Therefore, the correct answer is B. References: BABOK Guide, [CCBA Mock Test]

The scenario describes a task that involves verifying requirements for a software solution. The verification process is a part of the requirements life cycle management knowledge area, which is one ofthe six knowledge areas covered by the CCBA® certification. According to the CCBA® Handbookand the IIBA® website, checklists are one of the techniques that can be used to verify requirements, as they provide a structured way of ensuring that all important items are included and accounted for in the final requirements deliverable12. Checklists can also help to identify any gaps, inconsistencies, or errors in the requirements12.

References: The answer and explanation are consistent with the CCBA® Handbook and the IIBA® website, which provide the details and best practices for the requirements life cycle management knowledge area, including the task of verify requirements12. The CCBA® resources also describe the techniques and tools that can be used to perform each task in the business analysis process12.

The BA team is evaluating the technology and infrastructure of the new COTS application and how it will interact with the existing legacy systems. Technology and infrastructure are the hardware, software, networks, and platforms that support the solution and enable its functionality. Evaluating the technology and infrastructure is an important aspect of assessing the feasibility, compatibility, and performance of the solution, as well as identifying any integration challenges, risks, or gaps. The BA team should consider the technical requirements, constraints, and dependencies of the solution, as well as the current and future state of the technology and infrastructure of the organization.

References: The answer is verified and explained using the principles found in the CCBA® certification learning documents, specifically the Business Analysis Body of Knowledge (BABOK®) guide, which outlines the knowledge areas and skills required for effective business analysis and the handling of such situations123.

 Identifying assumptions is crucial in managing risks because assumptions are statements about the current or future state that are believed to be true without proof. In the context of a product launch, assumptions about the benefits of the new product may include expected market demand, customer satisfaction, or revenue generation. These assumptions, if incorrect, can pose risks to the project’s success. By identifying and examining these assumptions, the BA can assess their validity and prepare mitigation strategies for potential risks that may arise if the assumptions prove to be false.

References: The information is aligned with the principles outlined in the Certification of Capability in Business Analysis™ (CCBA®) resources, which emphasize the importance of risk management in business analysis activities

Use cases and scenarios are techniques that allow the BA to model the requirements based on the user roles, functionality, and interaction with the solution. Use cases describe the goals, actions, and outcomes of the users in relation to the solution, while scenarios provide examples of how the use cases can be executed in specific situations. Use cases and scenarios help to illustrate the behavior and functionality of the solution from the user’s perspective, as well as the potential variations and exceptions.

References: The answer and explanation are consistent with the CCBA® Handbook and the IIBA® website, which provide the details and best practices for the use cases and scenarios techniques as part of the business analysis process12. The CCBA® resources also describe the types and formats of models that can be used to specify and model requirements, such as use case models and scenario models

The scenario describes a project that involves implementing new government regulatory requirements with significant risk to the organization in case of non-compliance. This implies that the project has high complexity, uncertainty, and stakeholder expectations. Therefore, the BA will need to use a rigorous approval process of detailed specifications to ensure that the requirement deliverables are accurate, complete, and compliant with the regulations. A rigorous approval process involves formal reviews, validations, and sign-offs of the requirement deliverables by the relevant stakeholders, using predefined criteria and standards.

References: The answer and explanation are consistent with the CCBA® Handbook and the IIBA® website, which provide the details and best practices for the requirements life cycle management knowledge area, including the task of approve requirements12. The CCBA® resources also describe the factors and techniques that influence the stakeholder approval approach, such as the project complexity, risk, and regulations1

Tracing the requirements for the interaction between a customer and the new online ordering system will enable the business analyst (BA) to illustrate the relationships between relevant requirements. According to the BABOK Guide, requirement traceability is “the ability to track theorigin and evolution of a requirement and its relationship to other requirements” 3. By tracing the requirements, the BA can show how the requirements are aligned with the business objectives, how they support each other, and how they affect the scope, quality, and risk of the solution. Showing all of the decision points in the business process, capturing all users that will be impacted by the project, and detailing the inner workings of the system being changed are possible outcomes of tracing the requirements, but they are not the primary purpose of the technique. References: 3: BABOK Guide, Version 3, Section 7.6 Trace Requirements

According to the BABOK® Guide, the solution approach process is the process of defining the most feasible and appropriate approach to deliver a solution that meets the business need and satisfies the stakeholders. The three inputs needed to determine the solution approach process are:

Business need: the problem or opportunity that the organization wants to address with the solution.

Organizational process assets: the policies, procedures, standards, guidelines, and templates that are relevant to the solution approach process.

Required capability: the set of capabilities that the solution must provide to meet the business need and the stakeholder requirements.

References: BABOK® Guide, page 36; Business Analysis Expert Certification, CCBA® | IIBA®, section “What Should I know to be CCBA Certified?”

 According to the CCBA® Handbook, one of the tasks of the business analyst is to obtain stakeholder agreement on the requirements. This means that all conflicts or disagreements among the stakeholders must be resolved before the requirements can be approved and used as the basis for further analysis or solution development. If there is a conflict on one requirement, the business analyst should facilitate the discussion and negotiation among the stakeholders to reach a consensus or a compromise on the requirement. The business analyst should not exclude therequirement, document it as a risk, or defer it to an issues log without resolving it first, as these actions may lead to confusion, rework, or scope creep later in the project. References: CCBA® Handbook, page 7; BABOK® Guide, page 32.

SMART goals are objectives that are designed to be Specific, Measurable, Achievable, Relevant, and Time-bound. The element of ‘Relevant’ in SMART goals refers to ensuring that the goal aligns with broader business strategies, visions, missions, and values. In the context of the facilities management company’s objective to double the revenue of their office waste recycling service, the goal would need to be relevant to the enterprise’s overall direction and purpose to ensure it contributes meaningfully to the organization’s success.

References: The information is based on the SMART goals framework as understood in business analysis practices up to the year 2021. For the most current and detailed explanations, please refer to the latest resources provided by the International Institute of Business Analysis (IIBA) or the specific learning documents for the Capability in Business Analysis™ (CCBA®) certification.

Stakeholder analysis is a technique to identify the stakeholders who have an interest or influence on the project, and to determine their needs, expectations, and level of involvement. Stakeholder analysis is critical for communications planning, as it helps to tailor the communication content, frequency, and format to suit the preferences and requirements of each stakeholder group. Stakeholder analysis also helps to identify potential risks, issues, and conflicts that may arise from different stakeholder perspectives and expectations. Stakeholder analysis is usually performed at the beginning of the project and updated throughout the project lifecycle as new stakeholders emerge or existing ones change their roles or interests. References:

CCBA Handbook, page 16

[BABOK Guide], page 30

[Business Analysis for Practitioners: A Practice Guide], page 39

[Business Analysis: The Question and Answer Book], page 25

 The BA should ensure buy-in from key stakeholders before using “Product Box” as a collaboration game to prioritize the list of features. Buy-in is the agreement and support of the stakeholders for a proposed solution, approach, or decision. Buy-in is important for the success of any business analysis activity, as it helps to build trust, commitment, and collaboration among the stakeholders. Buy-in can be achieved by involving the stakeholders in the planning, elicitation, analysis, and validation of the requirements, as well as by addressing their needs, expectations, and concerns. The BA should ensure buy-in from key stakeholders for using “Product Box” as a collaboration game, as it may be a new or unfamiliar technique for some stakeholders, or they may have different preferences or opinions on how to prioritize the features. The BA should explain the benefits and purpose of the game, as well as the rules and expectations, and seek feedback and agreement from the stakeholders before conducting the game. The BA should also ensure that the game is aligned with the business objectives and the stakeholder requirements.

References:

CCBA Handbook, page 16

[BABOK Guide], page 30

[Business Analysis for Practitioners: A Practice Guide], page 39

[Business Analysis: The Question and Answer Book], page 25

The project scope statement is not an input to the qualitative risk analysis process, but an output of the project scope management process. The project scope statement defines and documents the project objectives, deliverables, requirements, assumptions, constraints, and boundaries. It helps to establish the baseline for the project scope, schedule, and cost. The project scope statement is not directly related to the qualitative risk analysis process, which focuses on prioritizing the identified risks based on their probability and impact12

The inputs to the qualitative risk analysis process are the following:

Risk management plan: This is a document that describes how the risk management activities will be planned, executed, and controlled throughout the project life cycle. It includes information such as the risk management methodology, roles and responsibilities, budget, schedule, risk categories, risk appetite, risk thresholds, risk scoring and ranking methods, risk reporting and communication formats, and risk audit and review processes. The risk management plan provides the guidance and direction for the qualitative risk analysis process34

Stakeholder register: This is a document that identifies and records the information about the project stakeholders, such as their names, roles, interests, influence, expectations, communication preferences, and engagement levels. The stakeholder register helps to determinethe relevant and appropriate stakeholders to involve in the qualitative risk analysis process, and to tailor the risk analysis and communication methods to suit their needs and preferences5

Risk register: This is a document that records the information about the project risks, such as their identification, description, causes, sources, categories, owners, responses, status, and updates. The risk register is the main input and output of the risk management processes, as it captures the results of the risk identification, analysis, response, and monitoring activities. The risk register provides the list of risks to be prioritized in the qualitative risk analysis process.

References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 5: Project Scope Management, Section 5.3: Define Scope, p. 154-155.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.4: Define Solution Scope, p. 6-7.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 11: Project Risk Management, Section 11.1: Plan Risk Management, p. 397-398.

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

A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, Section 13.1: Identify Stakeholders, p. 513-514.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 6: Elicitation and Collaboration, Lesson 6.2: Prepare for Elicitation, p. 6-7.

[A Guide to the Project Management Body of Knowledge (PMBOK® Guide)], Sixth Edition, Chapter 11: Project Risk Management, Section 11.2: Identify Risks, p. 414-415.

[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 requirements architecture is a collection of views that represent the requirements from different perspectives and levels of abstraction. A requirements architecture helps to assess the completeness and coherence of the requirements, as well as to identify any gaps, overlaps, or inconsistencies among the requirements. A requirements architecture also helps to communicate the requirements to different stakeholders and to facilitate the solution design and testing. A requirements architecture is different from a requirements traceability matrix, which is a tool that shows the relationship between requirements and other artifacts, such as test cases, design elements, or business objectives; a business knowledge model, which is a representation of the business concepts, rules, and relationships that are relevant to the business need or the solution; and a solution design, which is a description of how the solution will meet the requirements and deliver the expected value. References:

CCBA Handbook, page 18

[BABOK Guide], page 54

[Business Analysis for Practitioners: A Practice Guide], page 63

[Business Analysis: The Question and Answer Book], page 30

Enterprise analysis is not a business analysis approach activity, but a business analysis knowledge area. Enterprise analysis is the process of defining the business need, assessing the capability gaps, determining the solution approach, defining the solution scope, and building the business case. It helps to align the business analysis work with the strategic goals and objectives of the organization12

The business analysis approach activities are the tasks and steps that will be performed to conduct the business analysis work and deliver the business analysis outputs. They include:

Requirements analysis: This is the process of defining, structuring, prioritizing, and verifying the requirements. It helps to ensure that the requirements are clear, complete, consistent, and aligned with the stakeholder needs and expectations34

Solution assessment: This is the process of evaluating the proposed or implemented solutions, assessing their value and performance, and recommending improvements or changes. It helps to ensure that the solutions meet the business need and objectives, and deliver the expected benefits and outcomes5

Business analysis governance: This is the process of establishing and maintaining the policies, standards, roles, responsibilities, and decision-making authority for the business analysis work. It helps to ensure that the business analysis work is planned, monitored, controlled, and reported effectively and efficiently.

References:

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 6: Strategy Analysis, p. 133-134.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.1: Define Design Options

Business Analysis Body of Knowledge (BABOK® Guide), Version 3, Chapter 4: Requirements Analysis and Design Definition, p. 97-98.

Certification of Capability in Business Analysis (CCBA®) - Simplilearn, Module 7: Requirements Analysis and Design Definition, Lesson 7.2: Analyze Potential Value and Recommend Solution

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

[Business Analysis Body of Knowledge (BABOK® Guide)], Version 3, Chapter 2: Business Analysis Planning and Monitoring, p. 31-32.

[Certification of Capability in Business Analysis (CCBA®) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.3: Plan Business Analysis Governance

 Effective business analysis practices aim to minimize the amount of change to requirements in a stable business environment by ensuring that the requirements are well-understood, properly documented, and agreed upon by all stakeholders. While it is not possible to eliminate changes entirely due to the evolving nature of business and technology, good business analysis can significantly reduce the frequency and impact of these changes.

References: The BABOK® Guide emphasizes the importance of assessing requirements changes to maintain a stable baseline for the requirements. It also highlights the need for approval of requirements to ensure stakeholder support and buy-in123.

Requirements prioritization is the process of assigning relative importance or urgency to the requirements based on various criteria, such as business value, risk, dependency, cost, complexity, stakeholder preference, or regulatory compliance. Requirements prioritization is not limited to any specific approach to business analysis, such as plan-driven or change-driven, but it can be applied differently depending on the context and the level of uncertainty. Requirements prioritization helps to determine which requirements are essential, desirable, or optional for the solution scope, and how they will be addressed in the solution delivery. Requirements prioritization also helps to manage the expectations of the stakeholders and to resolve any conflicts or trade-offs among the requirements. References:

CCBA Handbook, page 18

[BABOK Guide], page 54

[Business Analysis for Practitioners: A Practice Guide], page 63

[Business Analysis: The Question and Answer Book], page 30

According to the IIBA, a data flow diagram is a technique that shows where data comes from, which activities process the data, and if the output results are stored or utilized by another activity or external entity1. A data flow diagram consists of four basic elements2:

Data flow: A data flow is a line that represents the movement of data from one point to another. It can be labeled with the name or description of the data.

External entities: External entities are rectangles that represent the sources or destinations of data outside the system boundary. They can be people, organizations, systems, or devices that interact with the system.

Data process: A data process is a circle that represents a process that transforms data by performing some operation on it. It can be labeled with the name or description of the process.

Data store: A data store is an open-ended rectangle that represents a place where data is stored or retrieved. It can be a database, a file, a queue, or a memory.

Among these elements, the one that represents a process that transforms data by combining it with other data is concatenation. Concatenation is a type of data process that joins two or more data flows into one data flow. For example, a concatenation process can combine the first name and last name data flows into a full name data flow3. References:

1: BABOK Guide, section 10.13 Data Flow Diagrams, page 402

2: CCBA® and CBAP® Certifications Study Guide, section Data flow diagrams, page 1

3: Data Flow Diagram Symbols, Types, and Tips, section Data Flow Diagram Symbols, page 1

Textual requirements are one of the most common forms of documenting requirements. They are written statements that describe the features and characteristics of a solution, as well as the context and assumptions that affect the requirements. Textual requirements should always address three aspects of the requirements: the capabilities of the solution, the conditions that must exist for the requirements to operate, and any constraints that may hinder the solution. The capabilities of the solution are the functions and behaviors that the solution must perform to meet the stakeholder needs. The conditions are the environmental and organizational factors that affect the requirements, such as regulations, standards, policies, or dependencies. The constraints are the limitations or restrictions that affect the solution, such as budget, schedule, technology, or quality. References:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 4: Requirements Analysis and Design Definition, Section 4.2: Specify and Model Requirements, p. 119-120.

Business Analysis for Practitioners: A Practice Guide, Chapter 5: Traceability and Monitoring, Section 5.2: Requirements Documentation, p. 111-112.