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| Section | Weight | Objectives |
|---|
| Requirements and Design Collaboration | 20% | - Collaborative Practices
- 1. Wireframing
- 2. User story mapping
- 3. Prototyping
- User Story Creation
- 1. Acceptance criteria
- 2. INVEST criteria
- 3. User story format
- Backlog Management
- 1. Moscow method
- 2. Backlog grooming
- 3. Prioritization techniques
|
| Strategy and Roadmap Alignment | 10% | - Product Vision Definition
- 1. Strategic alignment
- 2. Vision statements
- Roadmap Development
- 1. Feature prioritization
- 2. Release planning
|
| Agile Mindset and Framework Fundamentals | 8% | - Agile Frameworks Comparison
- 1. Kanban basics
- 2. Scrum basics
- 3. SAFe essentials
- Agile Manifesto and Principles
- 1. Value delivery focus
- 2. Iterative and incremental delivery
|
| Stakeholder Engagement and Communication | 15% | - Facilitation Techniques
- 1. Agile ceremonies
- 2. Collaborative workshops
- 3. Retrospectives
- Communication Strategies
- 1. Stakeholder communication plans
- 2. Information radiators
|
| Analysis and Specification | 17% | - Documentation in Agile
- 1. Living documentation
- 2. Just enough documentation
- Modeling Techniques
- 1. Data modeling
- 2. Process modeling
- 3. User journey mapping
|
| Project and Product Initialization | 15% | - Sprint/Iteration Zero
- 1. Infrastructure setup
- 2. Initial modeling
- Discovery Activities
- 1. Assumption testing
- 2. Contextual inquiry
- 3. Stakeholder identification
|
| Evolution of Requirements and Continuous Learning | 5% | - Continuous Improvement
- 1. Process adaptation
- 2. Retrospective outcomes
- Feedback Integration
- 1. Sprint reviews
- 2. Retrospectives for requirements
|
| Verification and Validation | 10% | - Testing Collaboration
- 1. Acceptance test-driven development
- 2. Behavior-driven development
- Definition of Done
- 1. Quality criteria
- 2. Acceptance criteria validation
|
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IIBA Agile Analysis Certification Sample Questions (Q34-Q39):
NEW QUESTION # 34
Good analysis practices at the Strategy Horizon facilitate the transfer of relevant knowledge between teams to:
- A. Stimulate collaboration and continuous improvement.
- B. Better understand what features will be delivered
- C. Prioritize and sequence features for delivery
- D. Cancel initiatives that no longer provide value
Answer: A
NEW QUESTION # 35
The delivery team is:
prioritizing the backlog
focusing on stories that deliver maximum value first
maximizing the work not done.
These demonstrate application of the following agile business analysis principle:
- A. Stimulate collaboration and continuous improvement
- B. Avoid waste
- C. Think as a customer
- D. Customer collaboration over contract negotiation
Answer: A
Explanation:
Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (21)
NEW QUESTION # 36
The team is expanding and refining customer scenarios as the solution components are being developed. This is an application of the following agile business analysis principle:
- A. Stimulate collaboration and continuous improvement
- B. Avoid waste
- C. Understand what is doable
- D. Get Real Using Examples
Answer: A
Explanation:
Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (21)
NEW QUESTION # 37
While working at the strategic level, how much detail should a team develop about any given initiative?
- A. Enough details for any stakeholder to understand scope
- B. Enough details to understand the need and enable development of potential solutions
- C. Enough details to begin detailed design and analysis
- D. Enough details to prioritize the initiative in the context of the enterprise
Answer: D
Explanation:
========= At the Strategy Horizon , the primary goal of analysis is to facilitate decision-making regarding the organization ' s portfolio of work. Therefore, the team should only develop enough detail to allow stakeholders to prioritize the initiative against other competing goals within the enterprise. Excessive detail at this stage is considered waste because strategic priorities can shift rapidly, and detailed requirements developed too early are likely to become obsolete. Analysis at the strategic level focuses on high-level outcomes, potential value, and broad estimates rather than specific features. This level of granularity provides just enough information for executives to determine if an initiative is worth pursuing or if resources should be allocated elsewhere, maintaining organizational agility and ensuring that delivery teams are always working on the most valuable strategic priorities.
NEW QUESTION # 38
The team is open to receiving feedback on the product it's creating and the processes it uses to create those products. Furthermore, they're using this feedback to improve every aspect of the work. This shows the team has embraced the concept of:
- A. Documenting customer driven feedback
- B. Acting on changes while working on the solution
- C. Uncovering better ways of delivering solutions
- D. Listening to customers at predefined intervals
Answer: D
NEW QUESTION # 39
......
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