[Mar 04, 2026] Fully Updated Free Actual IIBA CCBA Exam Questions [Q152-Q170]

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[Mar 04, 2026] Fully Updated Free Actual IIBA CCBA Exam Questions

Free CCBA Questions for IIBA CCBA Exam [Mar-2026]

Who should take the IIBA CCBA exam

The IIBA CCBA Exam certification is an internationally-recognized validation that identifies persons who earn it as possessing skilled as a Certification of Capability in Business Analysis. If a candidate wants significant improvement in career growth needs enhanced knowledge, skills, and talents. The IIBA CCBA Exam certification provides proof of this advanced knowledge and skill. If a candidate has knowledge of associated technologies and skills that are required to pass the IIBA CCBA Exam then he should take this exam.

Q152. In a project meeting, stakeholders presented conflicting views on how the business analysis process should be conducted, leading to the sponsor becoming very upset. If a similar situation arises in the future, what can the business analyst (BA) do to avoid the situation?

Communicate with each stakeholder individually

Obtain stakeholder signoff on the approach

Develop a cleaner RACI matrix

Obtain approval for the business case

Q153. Which of the following describes business requirements, solution scope, and solution requirements?

Matrix structure

Enterprise architecture

Organizational process asset

Business need

Q154. Which stakeholder map shows the relative influence, impact, and relation of stakeholders by plotting them closer to or farther away from the solution?

RACI Matrix

Onion diagram

Control chart

Tornado diagram

An onion diagram is a type of stakeholder map that shows the relative influence, impact, and relation of stakeholders by plotting them closer to or farther away from the solution. An onion diagram consists of concentric circles that represent different layers of stakeholder involvement and interest in the solution. The innermost circle contains the core team members who are directly responsible for the solution. The next circle contains the key stakeholders who have high influence and impacton the solution. The outer circles contain the secondary and tertiary stakeholders who have lower influence and impact on the solution, but still need to be considered and communicated with12.
The other options are not correct because:
A RACI matrix is a type of stakeholder map that shows the roles and responsibilities of stakeholders by assigning them to one of four categories: Responsible, Accountable, Consulted, or Informed. A RACI matrix does not show the relative influence, impact, and relation of stakeholders by plotting them closer to or farther away from the solution3.
A control chart is a type of statistical tool that shows the variation in a process over time and helps to identify the causes of variation. A control chart is not a type of stakeholder map and does not show the relative influence, impact, and relation of stakeholders by plotting them closer to or farther away from the solution4.
A tornado diagram is a type of sensitivity analysis tool that shows the effect of changing the value of one input variable on the output variable. A tornado diagram is not a type of stakeholder map and does not show the relative influence, impact, and relation of stakeholders by plotting them closer to or farther away from the solution5.
Reference:
Onion Diagram, section “Description of Change”
Stakeholder Mapping 101: A Quick Guide to Stakeholder Maps – ProjectManager, section “Onion Diagram” RACI Matrix, section “Description of Change” Control Chart, section “Description of Change” Tornado Diagram, section “Description of Change”

Q155. You are the business analyst for your organization and you’re working with your team to define the business problem. As part of this analysis, you’ve identified the adverse impacts of the problem, the benefits from a potential solution, and how quickly the problem could be solved. What other element should you consider?

Vendors input and paid solutions

Competition and their approach

Dataflow of the problem

Underlying source of the problem

Q156. A new payments system was recently implemented to replace an old legacy system. The system users have lodged a complaint that the new system is slower than the old system but system performance statistics show more efficiency. How does the business analyst (BA) demonstrate to users how the new system is performing?

Collect system metrics and communicate results in an understandable format

Identify the dependencies of the system with other applications

Analyze the feasibility of including additional hardware resources to the system

Evaluate the payments process to identify areas of improvement in the system

Q157. There are three inputs needed to determine the solution approach process. What are these inputs?

Business need, organizational process assets, and enterprise environmental factors

Business need, enterprise environmental factors, and required capability

Business need, organizational process assets, and assumptions

Business need, organizational process assets, and required capability

Q158. Which one of the following statements best describes the purpose of allocating requirements?

Optimize efficiency and link to productivity.

Limit the risk exposure.

Maximize the business value.

Increase productivity through efficiency.

Q159. You are the business analyst for the NHQ Project. You have identified several stakeholders that need different types of information related to the requirements. Which stakeholder would need detailed technical interface requirements?

Project manager

Testers

Implementation subject matter experts

Regulators

Q160. In order to begin defining the solution scope, you’ll need four inputs. Which one of the following is actually a task that will use the solution scope and is not an input?

Required capability

Assumptions and constraints

Business need

Allocation of requirements

Q161. The human resources department of an organization needs a new report. The business analyst (BA) assigned to this effort has scheduled a requirements workshop with the users. Users from the legal department have also been invited to the workshop. As the BA sets up the workshop, what can be done in advance to ensure a productive and focused workshop?

Document the feedback

Facilitate the workshop

Create an agenda

Reserve a location

Q162. Which technique consists of review meetings to determine if the stakeholders agree that their needs are being met with the identified requirements?

Risk analysis

Prototyping

Stakeholder management

Structured walkthrough

Q163. A business analyst (BA) has just started a large project and is collaborating with stakeholders to define requirements. Another BA is joining soon to help with this initiative. What action should the BA take to ensure that the new BA understands the project?

Delay elicitation activities until the new BA joins

Run elicitation sessions in parallel to speed up the process

Ask the new BA to define the stakeholder engagement approach

Document outcomes of discussions with stakeholders

Q164. You are the business analyst for your organization. You are currently working with Susan on creating a model as part of the specify and model requirements process. Susan doesn’t understand why you need a model. You explain to Susan that a model is just a simplified representation of a complex reality that is useful for understanding that reality and making decisions regarding it. In fact, you tell Susan, model can do all of the following except one option. Choose the option that model cannot do?

Define the resources that will be needed on the project team

Define boundaries for the business domain

Describe a situation or problem

Describe thought processes and action flows

Q165. A business analyst (BA) is planning the traceability approach for a project. Why should the BA conduct this planning activity?

To verify that project information is represented at a high level of abstraction

To document the relationship between the different phases of the project for different stakeholders

To ensure the approach provides enough detail to add value without excessive overhead

To associate information with individual or related groups of requirements

Q166. You are working with several business analysts to determine the solution approach for an identified problem. All of the following techniques are acceptable for identifying the solution approach except for which one?

Benchmarking

Brainstorming

Decision analysis

Risk analysis

Q167. You are the business analyst for your organization and you’re working with the project manager to complete some business analysis activities. The project manager has the authority to approve the requirements based on the short iterations of business analysis activities.
What approach of business analysis are you using in this scenario?

Progressive elaboration

Change-driven

Plan-driven

Iterative

Q168. When a business analyst assists in the planning of the solution implementation, she must always consider the constraints for implementation. Which one of the following cannot be considered as an implementation constraint?

Weather

Freeze periods

Company policies

Business cycle timings

Q169. A business analyst (BA) held a formal walkthrough of requirements developed on a project. Stakeholders expressed concerns because they had different interpretations of the requirements. What activity would help ensure a common understanding?

Ensure compliance with key performance indicators

Ensure consistent referencing of requirements

Ensure correct terminology is used

Ensure appropriate templates are used throughout elicitation

Q170. You are a business analyst for your organization and you’re working with the stakeholders to identify the primary inputs to the business analysis approach. Which of the following will help determine whether a plan- driven or change-driven approach is appropriate?
Each correct answer represents a complete solution.

Organizational process assets

Expert Judgement

Business need

Penalty of not seizing the opportunity

Explanation
The business analysis approach is the methodology and process that will be used to conduct business analysis activities and deliver business analysis outputs. The business analysis approach can be either plan-driven or change-driven, depending on the nature and context of the project. A plan-driven approach is a predictive methodology that follows a sequential and structured process, where the requirements and the solution are fully defined before implementation begins. A change-driven approach is an adaptive methodology that follows an iterative and flexible process, where the requirements and the solution are continuously refined and validated through feedback and collaboration1 The primary inputs to the business analysis approach are:
Organizational process assets: These are the policies, procedures, standards, templates, and tools that are available within the organization and that can influence the selection and execution of the business analysis approach. For example, the organization may have a preferred or mandated methodology, a set of best practices, or a repository of historical data that can guide the business analysis activities2 Expert judgement: This is the knowledge and experience of subject matter experts who can provide guidance and recommendations on the most suitable business analysis approach for the project. For example, the experts may include senior business analysts, project managers, stakeholders, or external consultants who have expertise in the domain, the industry, the technology, or the methodology3 Business need: This is the problem or opportunity that the project aims to address. It defines the gap between the current and desired states of the organization and its capabilities. The business need can influence the choice of the business analysis approach based on factors such as the urgency, complexity, uncertainty, and value of the need4 Penalty of not seizing the opportunity: This is the potential loss or risk that the organization may incur if the project fails to deliver the expected benefits or outcomes. It reflects the importance and priority of the project for the organization and its stakeholders. The penalty of not seizing the opportunity can influence the choice of the business analysis approach based on factors such as the scope, quality, cost, and time of the project.
References: Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Plan Business Analysis Approach, 5.1.1: Purpose; Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Plan Business Analysis Approach, 5.1.2.1: Organizational Process Assets; Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Plan Business Analysis Approach, 5.1.2.2: Expert Judgement; Business Analysis Body of Knowledge (BABOK® Guide), Section 5.1: Plan Business Analysis Approach, 5.1.2.3:
Business Need; [Business Analysis Body of Knowledge (BABOK® Guide)], Section 5.1: Plan Business Analysis Approach, 5.1.2.4: Penalty of Not Seizing the Opportunity.

The CCBA certification exam covers a range of business analysis topics including business analysis planning and monitoring, elicitation and collaboration, requirements life cycle management, strategy analysis, and solution evaluation. Candidates who successfully pass the CCBA certification exam are awarded the CCBA designation, which signifies their expertise and credibility in the field of business analysis.

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