Certification of Capability in Business Analysis (CCBA) Practice Exam

Certification of Capability in Business Analysis (CCBA) Practice Exam

The Certification of Capability in Business Analysis (CCBA), offered by the International Institute of Business Analysis (IIBA®), validates your knowledge, skills, and experience in the essential practices of business analysis. 

Who should consider this certification:

• Business analysts: Elevate your career prospects and validate your expertise in business analysis principles and practices.
• Project managers or consultants: Strengthen your understanding of business analysis and its role in project success.
• Individuals looking to transition into business analysis: Gain a strong foundation and demonstrate your commitment to the profession.

Key Roles and Responsibilities:

• Elicit and manage business needs: Gather, analyze, and document stakeholder requirements, ensuring clarity and completeness.
• Analyze business problems and opportunities: Identify and define business problems and opportunities through effective analysis techniques.
• Develop solutions and recommendations: Recommend solutions that meet stakeholder needs, considering both feasibility and potential impact.
• Facilitate communication and collaboration: Facilitate effective communication and collaboration between business stakeholders and technical teams.
• Manage requirements and document artifacts: Manage requirements throughout the project lifecycle and document key information effectively.

Prerequisites

In order to receive the CCBA designation, applicants need to meet the following requirements:

• Have at least 3,750 hours of job experience in business analysis over the last seven years.
• A minimum of 900 hours must be completed in each of the two BABOK® Guide Knowledge Areas out of the 3750 minimum hours necessary; alternatively, a minimum of 500 hours must be achieved in each of the four BABOK® Guide Knowledge Areas.
• Within the last four years, finish at least 21 hours of professional development.
• Give citations.
• Accept the code of behavior.
• Concur with the terms and conditions.
• ace the test.

Exam Details:

• Questions: 130 multiple-choice, scenario-based questions
• Time Limit: 180 minutes
• Languages: English
• Passing Score: 70%

Course Outline

The exam covers the following topics:

Chapter 3: Business Analysis Planning and Monitoring

3.1 Planning Business Analysis Approach

• Skilled: Recommends action for selecting the business analysis approach.
• Skilled: Recommends action for level of business analysis formality.
• Skilled: Recommends action for identifying business analysis activities.
• Skilled: Recommends action for the timing of business analysis work.
• Skilled: Applied knowledge of assessing complexity, size, and risk factors.
• Skilled: Applied knowledge of gaining stakeholder understanding and agreement.

Key behaviours include:

• Methodology Knowledge: Demonstrate capability in multiple analysis methodologies.
• Verbal & Non-Verbal Communication: Adapt communication style to the needs of the situation and the individual.
• Listening: Use active listening and discovery skills to understand “real” issues/needs and build chemistry.

3.2 Planning Stakeholder Engagement

• Skilled: Applied knowledge of stakeholder analysis.
• Skilled: Applied knowledge of stakeholder collaboration.
• Skilled: Applied knowledge of identifying stakeholder collaboration needs.

Key behaviours include:

• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Organization Knowledge:  Demonstrate an understanding of the organization’s nuances and how to get things done.
• Listening: Use active listening and discovery skills to understand “real” issues/needs and build chemistry.

3.3 Planning Business Analysis Governance

• Skilled: Applied knowledge of identifying an effective decision-making process.
• Skilled: Applied knowledge of developing an effective change control processes.
• Skilled: Applied knowledge of developing an effective prioritization process.
• Skilled: Recommends action for planning an effective approval process.

Key behaviours include:

• Decision Making: Make and help others make the best decision based on appropriate criteria, such as:  
  • business need,
  • opportunities,
  • risk,
  • compliance, and
  • ability to achieve the desired outcome.
• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.
• Methodology Knowledge: Demonstrate capability in multiple analysis methodologies.

3.4 Planning Business Analysis Information Management

• Skilled: Applied knowledge of how to organize business analysis information.
• Skilled: Applied knowledge of determining the appropriate level of abstraction.
• Skilled: Applied knowledge of traceability.
• Skilled: Applied knowledge of planning for requirements reuse.
• Skilled: Applied knowledge of storing and accessing business analysis information.
• Skilled: Applied knowledge on attributes for requirements and design management.

Key behaviours include:

• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.
• Methodology Knowledge: Demonstrate capability in multiple analysis methodologies.
• Business Analysis Tools & Technology: Leverage appropriate business analysis tools.

3.5 Identifying Business Analysis Performance Improvements

• Skilled: Recommends action for reports on business analysis performance.
• Skilled: Applied knowledge of identifying business analysis performance measures.
• Skilled: Applied knowledge of assessing business analysis performance measures.
• Skilled: Applied knowledge of recommending business analysis performance improvements.

Key behaviours include:

• Creative Thinking: Think creatively and help others to think creatively to identify innovative solutions.
• Learning: Demonstrate an ability to learn quickly and willingly.
• Adaptability: Adapt to and embrace changing situations as an opportunity, rather than an obstacle.

Chapter 4: Elicitation and Collaboration

4.1 Preparing for Elicitation

• Skilled: Modifies rules for the elicitation scope
• Skilled: Modifies rules for selecting appropriate elicitation techniques
• Skilled: Modifies rules for setting up logistics for elicitation activities
• Skilled: Modifies rules for preparing supporting elicitation materials
• Skilled: Recommends action on stakeholder preparation for elicitation activities

Key behaviours include:

• Learning: Demonstrate an ability to learn quickly and willingly.
• Organization & Time Management: Organize activities and manage time efficiently to adhere to commitments and changing priorities.
• Adaptability: Adapt to and embrace changing situations as an opportunity, rather than an obstacle.
• Teaching: Teach and ensure comprehension of new concepts.

4.2 Conducting Elicitation

• Skilled: Modifies rules for guiding the elicitation activity
• Skilled: Modifies rules for capturing the outcomes of the elicitation activity.

Key behaviours include:

• Conceptual Thinking: Ability to put the pieces together.
• Adaptability: Adapt to and embrace changing situations as an opportunity, rather than an obstacle.
• Verbal & Non-Verbal Communication: Adapt communication style to the needs of the situation and the individual.
• Listening: Use active listening and discovery skills to understand “real” issues/needs and build chemistry.
• Facilitation: Use facilitation skills to encourage participation from all attendees.

4.3 Confirming Elicitation Results

• Skilled: Recommends action on comparing elicitation results against source information.
• Skilled: Recommends action on comparing elicitation results against other elicitation results.

Key behaviours include:

• Decision Making: Make and help others make the best decision based on appropriate criteria, such as:  
  • business need,
  • opportunities,
  • risk,
  • compliance, and
  • ability to achieve the desired outcome.
• Leadership & Influencing: Influence others to drive action.
• Negotiation & Conflict Resolution: Resolve conflicts and negotiate to reach 

4.4 Communicating Business Analysis Information

• Skilled: Recommends action on determining objectives and format of communication.
• Skilled: Recommends action for communicating the appropriate level of detail.

Key behaviours include:

• Verbal & Non-Verbal Communication: Adapt communication style to the needs of the situation and the individual.
• Written Communication: Demonstrate well prepared, stakeholder-focused written communication.
• Listening: Use active listening and discovery skills to understand “real” issues/needs and build chemistry.

4.5 Managing Stakeholder Collaboration

• Skilled: Applied knowledge of gaining stakeholder agreement.
• Skilled: Applied knowledge of monitoring stakeholder engagement.
• Skilled: Applied knowledge of collaborative stakeholder relationships.

Key behaviours include:

• Organization & Time Management: Organize activities and manage time efficiently to adhere to commitments and changing priorities.
• Adaptability: Adapt to embrace changing situations as an opportunity, rather than an obstacle.
• Teamwork: Foster a collaborative working environment.
• Negotiation & Conflict Resolution: Resolve conflicts and negotiate to obtain agreement.

Chapter 5: Requirements Life Cycle Management

5.1 Tracing Requirements

• Skilled: Applied knowledge of value and relationship considerations while tracing requirements.

• Skilled: Applied knowledge of identifying the relationships to track to effectively manage traceability.

• Skilled: Applied knowledge of determining an appropriate traceability repository.

Key behaviours include:

• Conceptual Thinking: Ability to put the pieces together.
• Methodology Knowledge: Demonstrate capability in multiple analysis methodologies.
• Business Analysis Tools & Technology: Leverage appropriate business analysis tools.

5.2 Maintaining Requirements

• Skilled: Applied knowledge of maintaining requirement and design information.
• Skilled: Applied knowledge of managing attributes.
• Skilled: Applied knowledge of managing requirements for long-term reuse.

Key behaviours include:

• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.
• Business Analysis Tools & Technology: Leverage appropriate business analysis tools.

5.3 Prioritizing Requirements

• Skilled: Recommends action for determining the appropriate basis for prioritizing requirements.
• Skilled: Applied knowledge of guiding stakeholders through prioritization changes.
• Skilled: Applied knowledge of prioritizing new information.

Key behaviours include:

• Decision Making: Make and help others make the best decision based on appropriate criteria, such as:  
  • business need,
  • opportunities,
  • risk,
  • compliance, and
  • ability to achieve the desired outcome.
• Business Acumen & Industry Knowledge: Demonstrate the ability to incorporate business and industry knowledge into work.
• Negotiation & Conflict Resolution: Resolve conflicts and negotiate to reach agreements.

5.4 Assessing Requirements Changes

• Skilled: Applied knowledge of assessing the formality of the assessment process.
• Skilled: Applied knowledge of completing impact analysis activities.
• Skilled: Applied knowledge of guiding impact resolution activities.

Key behaviours include:

• Decision Making: Make and help others make the best decision based on appropriate criteria, such as:  
  • business need,
  • opportunities,
  • risk,
  • compliance, and
  • ability to achieve the desired outcome.
• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.

5.5 Approving Requirements

• Skilled: Applied knowledge of stakeholder roles and authority levels.
• Skilled: Applied knowledge of managing conflicts and resolving issues.
• Skilled: Applied knowledge of using appropriate methods to gain consensus about key business analysis information.
• Skilled: Recommends action for tracking and communicating approval decisions.

Key behaviours include:

• Verbal & Non-Verbal Communication: Adapt communication style to the needs of the situation and the individual.
• Listening: Use active listening and discovery skills to understand “real” issues/needs and build chemistry.
• Negotiation & Conflict Resolution: Resolve conflicts and negotiate to reach agreements.

Chapter 6: Strategy Analysis

6.1 Analyzing Current State

• Skilled: Recommends action for defining business needs.

• Skilled: Recommends action for the organizational structure and culture.

• Skilled: Applied knowledge of the organizational capabilities and processes.

• Skilled: Applied knowledge of the technology and infrastructure utilized by the organization.

• Skilled: Applied knowledge of organizational policies and business rules.

• Skilled: Applied knowledge of the organization's business architecture.
• Skilled: Applied knowledge of the organization's internal assets
• Skilled: Applied knowledge of external influencers.

Key behaviours include:

• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Business Acumen & Industry Knowledge: Demonstrate the ability to incorporate business and industry knowledge into work.
• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.

6.2 Defining Future State

• Skilled: Applied knowledge of articulating business goals and objectives.
• Skilled: Recommends action for determining the solution scope.
• Skilled: Recommends action for identifying constraints.
• Skilled: Applied knowledge of identifying potential changes to organizational structure and culture.
• Skilled: Applied knowledge of identifying new capabilities and business processes.
• Skilled: Applied knowledge of identifying new technology and infrastructure.
• Skilled: Applied knowledge of identifying new organizational policies and business rules.
• Skilled: Applied knowledge of ensuring business architecture is respected.
• Skilled: Applied knowledge of assessing resource alignment for future state and transition to future state.
• Skilled: Applied knowledge of identifying assumptions related to the future state.
• Skilled: Applied knowledge of evaluating the potential value for the future state.

Key behaviours include:

• Creative Thinking: Think creatively and help others to think creatively to identify innovative solutions.
• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.

6.3 Assessing Risks

• Skilled: Applied knowledge of identifying unknowns.
• Skilled: Applied knowledge of identifying and managing constraints, assumptions and dependencies.
• Skilled: Applied knowledge of quantifying the impact of risk factors.
• Skilled: Applied knowledge of assessing stakeholder and organizational risk tolerances.
• Skilled: Applied knowledge of recommending an effective course of action. 

Key behaviours include:

• Creative Thinking: Think creatively and help others to think creatively to identify innovative solutions.
• Decision Making: Make and help others make the best decision based on appropriate criteria, such as:  
  • business need,
  • opportunities,
  • risk,
  • compliance, and
  • ability to achieve the desired outcome.
• Business Acumen & Industry Knowledge: Demonstrate the ability to incorporate business and industry knowledge into work.

6.4 Defining Change Strategy

• Skilled: Recommends action for identifying the appropriate solution scope.
• Skilled: Applied knowledge of performing gap analysis.
• Skilled: Applied knowledge of completing the enterprise readiness assessment.
• Skilled: Applied knowledge of developing an effective change strategy.
• Skilled: Applied knowledge of developing appropriate transition states and completing release plans.

Key behaviours include:

• Decision Making: Make and help others make the best decision based on appropriate criteria, such as:  
  • business need,
  • opportunities,
  • risk,
  • compliance, and
  • ability to achieve the desired outcome.
• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.

Chapter 7: Requirements Analysis and Design Definition

7.1 Specifying and Modeling Requirements

• Skilled: Recommends action for modeling requirements and designs.

• Skilled: Recommends action for analyzing requirements and designs.

• Skilled: Recommends action for identifying information for requirements and designs.

• Skilled: Recommends action for developing the appropriate level of abstraction to meet various needs.

Key behaviours include:

• Learning: Demonstrate an ability to learn quickly and willingly.
• Visual Thinking: Communicate complex concepts and data as understandable.
• Written Communication: Demonstrate well prepared, stakeholder-focused written communication.

7.2 Verifying Requirements

• Skilled: Recommends action for applying the characteristics of requirements and designs quality.
• Skilled: Recommends action for performing verification activities throughout the work.
• Skilled: Recommends action for using appropriate checklists for quality control.

Key behaviours include:

• Decision Making: Make and help others make the best decision based on appropriate criteria, such as:  
  • business need,
  • opportunities,
  • risk,
  • compliance, and
  • ability to achieve the desired outcome.
• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.
• Methodology Knowledge: Demonstrate capability in multiple analysis methodologies.

7.3 Validating Requirements

• Skilled: Applied knowledge in identifying assumptions in order to manage risks.
• Skilled: Applied knowledge of defining measurable evaluation criteria to assess the success of the change.
• Skilled: Applied knowledge of evaluating alignment with solution scope to support value delivery.

Key behaviours include:

• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.
• Methodology Knowledge: Demonstrate capability in multiple analysis methodologies.

7.4 Defining Requirements Architecture

• Skilled: Applied knowledge of using requirements viewpoints and views effectively.
• Skilled: Applied knowledge of leveraging templates to develop the solution architecture.
• Skilled: Recommends action for ensuring the set of requirements is complete
• Skilled: Recommends action for ensuring requirements relate to each other by identifying requirements relationships.
• Skilled: Recommends action for defining the business analysis information architecture.

Key behaviours include:

• Problem Solving: Use a structured approach to problem solving.
• Conceptual Thinking: Ability to put the pieces together.
• Methodology Knowledge: Demonstrate capability in multiple analysis methodologies

7.5 Defining Design Options

• Skilled: Recommends action for identifying appropriate solution approaches.
• Skilled: Recommends action for identifying improvement opportunities.
• Skilled: Recommends action for allocating requirements to solution components and releases.
• Skilled: Recommends action for developing design options aligned with the desired future state.

Key behaviours include:

• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Conceptual Thinking: Ability to put the pieces together.
• Organization Knowledge: Demonstrate an understanding of the organization's nuances and how to get things done.

7.6 Analyzing Potential Value and Recommend Solution

• Skilled: Recommends action for identifying the expected benefits of a potential solution.
• Skilled: Recommends action for identifying the costs associated with a potential solution.
• Skilled: Recommends action for determining the value of a solution to key stakeholders.
• Skilled: Recommends action for assessing design options and recommending the appropriate solution.

Key behaviours include:

• Decision Making: Make and help others make the best decision based on appropriate criteria, such as:  
  • business need,
  • opportunities,
  • risk,
  • compliance, and
  • ability to achieve the desired outcome.
• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Solution Knowledge: Leverage an understanding of the organization  to identify the most effective means of implementing a change.

Chapter 8: Solution Evaluation

8.1 Measuring Solution Performance

• Skilled: Applied knowledge in identifying appropriate measures for assessing solution performance.
• Skilled: Applied knowledge of validating selected performance measures with key stakeholders.
• Skilled: Applied knowledge in collecting appropriate performance measures to assess solution performance.

Key behaviours include:

• Solution Knowledge: Leverage an understanding of the organization to identify the most effective means of implementing a change.
• Methodology Knowledge: Demonstrate capability in multiple analysis methodologies.
• Verbal & Non-Verbal Communication: Adapt communication style to the needs of the situation and the individual.
• Office Productivity and Communication Tools & Technology: Demonstrate proficiency in using office applications to document, track, and communicate information and artifacts.

8.2 Analyzing Performance Measures

• Skilled: Applied knowledge of examining collected performance measures to assess solution performance.
• Skilled: Applied knowledge of highlighting identified risks.
• Skilled: Applied knowledge of identifying relevant trends.
• Skilled: Applied knowledge of testing and analyzing performance measures to ensure accuracy.
• Skilled: Applied knowledge  of identifying the root cause of performance variances and recommending actions.

Key behaviours include:

• Learning: Demonstrate an ability to learn quickly and willingly.
• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Business Acumen & Industry Knowledge: Demonstrate the ability to incorporate business and industry knowledge into work.

8.3 Assessing Solution Limitations

• Skilled: Applied knowledge of identifying internal solution component dependencies.
• Skilled: Applied knowledge of performing problem analysis to identify the source of solution limitations.
• Skilled: Applied knowledge of performing impact assessment activities to quantify factors that affect solution performance.

Key behaviours include:

• Learning: Demonstrate an ability to learn quickly and willingly.
• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Business Acumen & Industry Knowledge: Demonstrate the ability to incorporate business and industry knowledge into work.

8.4 Assessing Enterprise Limitations

• Skilled: Applied knowledge of assessing enterprise culture.
• Skilled: Applied knowledge of completing stakeholder impact analysis.
• Skilled: Applied knowledge of assessing solution impact on organizational structure.
• Skilled: Applied knowledge of performing operational assessment.

Key behaviours include:

• Learning: Demonstrate an ability to learn quickly and willingly.
• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Business Acumen & Industry Knowledge: Demonstrate the ability to incorporate business and industry knowledge into work.

8.5 Recommending Actions to Increase Solution Value

• Skilled: Applied knowledge of ensuring appropriate solution performance measures are being used.
• Skilled: Applied knowledge of providing substantiated recommendations.

Key behaviours include:

• Decision Making: Make and help others make the best decision based on appropriate criteria, such as:  
  • business need,
  • opportunities,
  • risk,
  • compliance, and
  • ability to achieve the desired outcome.
• Systems Thinking: Leverage holistic view of people, processes and technology to understand the enterprise.
• Organization Knowledge: Demonstrate an understanding of the organization’s nuances and how to get things done.