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| Section | Objectives |
|---|
| Business Analysis Key Concepts | |
| Business Analysis in Practice | |
| Business Analysis Underlying Competencies | |
| Business Analysis Techniques | |
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IIBA Entry Certificate in Business Analysis (ECBA) Sample Questions (Q67-Q72):
NEW QUESTION # 67
Which of the following techniques would a business analyst (BA) use to conduct elicitation?
- A. Reviews
- B. Observation
- C. Prioritization
- D. Estimation
Answer: B
Explanation:
Observation: used to gain insight about how work is currently done, possibly in different locations and in different circumstances.
NEW QUESTION # 68
(Why are foundational competencies important?)
- A. They describe basic strategies and approaches to identify work.
- B. They describe basic techniques and metrics to create effective plans.
- C. They describe basic skills and capabilities to perform effective analysis.
- D. They describe basic abilities and characteristics to serve customers.
Answer: C
Explanation:
The correct answer is C . IIBA's Business Analysis Standard states that foundational competencies are the basic skills, abilities, and characteristics necessary to perform effective business analysis . This matches option C most closely because it focuses on the skills and capabilities needed for effective analysis.
Option A is incorrect because foundational competencies are not limited to customer service. They apply broadly to the business analyst's effectiveness across analysis work, not specifically to serving customers.
BABOK's competency-related material covers areas such as analytical thinking, communication, interaction skills, business knowledge, and tools/technology.
Option B is incorrect because techniques and metrics are not the definition of foundational competencies.
BABOK separates techniques from underlying competencies . Techniques are methods a business analyst may use, while competencies are the personal and professional capabilities that support effective performance.
Option D is also incorrect because strategies and approaches to identify work are more closely related to planning and methodological choices, not to foundational competencies themselves. The core idea behind foundational competencies is the analyst's basic effectiveness in performing business analysis.
NEW QUESTION # 69
The requirements life cycle ends when:
- A. a solution and the requirements that represent it are retired.
- B. a solution is implemented and the project team disbands.
- C. a solution is defined and approved by the stakeholders.
- D. all requirements are verified and validated by the stakeholders.
Answer: A
Explanation:
The requirements life cycle continues beyond implementation and ends when the solution and the requirements that define it are retired. This marks the conclusion of the requirements' relevance to the organization and their formal removal from active use.
Exact Extract from BABOK Guide v3 - Section 5: Requirements Life Cycle Management Overview:
"The requirements life cycle ends when a solution component that a requirement traces to is retired."
NEW QUESTION # 70
If a business analyst (BA) asks Questions during the job shadowing with a subject matter expert, which approach is being used?
- A. Contextual Inquiry Observation
- B. Passive Observation Approach
- C. Inactive Observation Approach
- D. Active Observation Approach
Answer: D
Explanation:
The Active Observation Approach is used when a business analyst (BA) asks questions during the job shadowing with a subject matter expert. This approach involves the observer interacting with the person performing the task, allowing the BA to ask questions and gain immediate understanding of the process and reasoning behind actions taken during the activity. It is a method that enables the BA to quickly comprehend undocumented processes and the rationale behind the tasks being observed.
References: The Active Observation Approach is a recognized technique in business analysis for gathering information and understanding workplace activities. It is particularly useful for identifying needs, opportunities, and understanding business processes12. This approach is detailed in various business analysis resources and aligns with the practices recommended in the BABOK Guide34.
NEW QUESTION # 71
What is the optimum group size for brainstorming?
- A. The more individuals the better
- B. A maximum of three individuals with a deep knowledge of the subject
- C. It doesn't matter how many individuals as long as the project manager is included
- D. Six to eight individuals who represent a range of backgrounds
Answer: D
Explanation:
The optimum group size for brainstorming is six to eight individuals who represent a range of backgrounds and experiences with the topic. This size is considered ideal because it allows for a diverse set of ideas and perspectives, while still being manageable enough to ensure that everyone has an opportunity to contribute. Having participants from varied backgrounds enhances the creative process by introducing different viewpoints and experiences, thereby enriching the brainstorming session and leading to a broader range of innovative solutions .
NEW QUESTION # 72
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