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IIBA CCBA Exam Questions
- Topic 1: Business Analysis Planning and Monitoring: This section of the exam measures the skills of a Business Analyst and covers the foundational tasks involved in planning the business analysis approach, identifying stakeholders, managing business analysis performance, and setting the structure for collaboration throughout the project.
- Topic 2: Elicitation and Collaboration: This section of the exam measures the skills of a Requirements Engineer and covers the activities needed to prepare for, conduct, and confirm elicitation results. It also focuses on how business analysts work with stakeholders to ensure effective communication and collaboration during the requirements process.
- Topic 3: Requirements Life Cycle Management: This section of the exam measures the skills of a Business Analyst and covers the tracking and managing of requirements from inception through retirement. It addresses how requirements are maintained, prioritized, traced, and reused across the life cycle of a solution.
- Topic 4: Strategy Analysis: This section of the exam measures the skills of a Requirements Engineer and covers the evaluation of the business environment to identify problems or opportunities and assess potential value. It also includes defining the future state and recommending strategies to achieve business goals.
- Topic 5: Requirements Analysis and Design Definition: This section of the exam measures the skills of a Business Analyst and covers the transformation of elicited requirements into detailed design options. It focuses on analyzing, modeling, verifying, and validating requirements to define solutions that meet business needs.
- Topic 6: Solution Evaluation: This section of the exam measures the skills of a Requirements Engineer and covers assessing the performance and value delivered by a solution in use. It includes determining if business needs are met and identifying areas where the solution or its implementation can be improved.
Free IIBA CCBA Exam Actual Questions
Note: Premium Questions for CCBA were last updated On Jun. 21, 2026 (see below)
A business analyst (BA) is eliciting requirements for a pharmaceutical distribution company with an expansion plan across many states, each with its own tools and methods. To make the requirements as reusable as possible, what should the BA do?
Comprehensive and Detailed To makerequirements reusable, they must beabstracted from specific tools, applications, or regions. TheBABOK Guide (Chapter 5.3 - Specify and Model Requirements)suggests thathigh-level abstraction ensures that requirements remain applicable across different locations. Adding too many specifics limits adaptability and reuse.
You are the business analyst for a new project. Part of this project is for the project team to manually install new workstations through the company's campus. Based on your research you have determined that the project team can install 25 new workstations per hour. Since there is a fixed amount of time that these workstations need to be installed you are considering adding additional labor for the implementation. You are also considering to adjust the prioritization of the project requirements based on the amount of workstations the project team can install per hour. What does the 25 workstations per hour represent in this scenario?
A parametric estimate is an estimate that uses a mathematical model to calculate the expected duration, cost, or quantity of a project activity or component based on historical data and known variables1.A parametric estimate is often used when there is a high degree of similarity between the current project and past projects, and when the project can be measured in standard units, such as hours, meters, or workstations2. In this scenario, the 25 workstations per hour represents a parametric estimate because it uses historical data and a standard unit to calculate the expected quantity of workstations that the project team can install per hour.
The other options are not correct because:
Option B is incorrect.Planning is a process that involves defining the scope, objectives, tasks, deliverables, schedule, resources, and risks of a project or a project component3. Planning is not an estimate, but rather a result of estimation and analysis.
Option C is incorrect. Report project is not a valid term in project management or business analysis.A report is a document that communicates the status, progress, results, or findings of a project or a project component to the relevant stakeholders4. A report is not an estimate, but rather a product of estimation and measurement.
Option D is incorrect. Timeboxing is a technique that involves allocating a fixed amount of time for a specific activity or deliverable, and then adjusting the scope or quality to fit within the time limit. Timeboxing is not an estimate, but rather a method of estimation and prioritization.
Parametric Estimating, section ''Description of Change''
Parametric Estimating: Definition, Formula, Example, Advantages & Disadvantages - Project Management, section ''What is Parametric Estimating?''
Planning, section ''Description of Change''
Report, section ''Description of Change''
[Timeboxing], section ''Description of Change''
Which one of the following terms is not a business analysis planning and monitoring approach?
Requirements elicitation is not a business analysis planning and monitoring approach, but a business analysis elicitation and collaboration approach. Requirements elicitation is the process of identifying and obtaining the information needed from the stakeholders and other sources to define and validate the requirements.It involves using various techniques, such as interviews, workshops, surveys, observation, prototyping, etc., to elicit the needs, expectations, assumptions, and constraints of the stakeholders12
The business analysis planning and monitoring approach is the methodology and process that will be used to conduct business analysis activities and deliver business analysis outputs. It involves defining the scope, objectives, deliverables, roles, responsibilities, tasks, schedule, budget, quality, risk, and communication of the business analysis work.It also involves monitoring and controlling the business analysis performance and reporting the progress and issues to the stakeholders34
The other options are examples of business analysis planning and monitoring approaches:
Structured walkthroughs: This is a technique that is used to validate and verify the business analysis approach, not to define and document it. Structured walkthroughs involve presenting and reviewing the business analysis approach with the stakeholders, and soliciting their feedback and approval. It helps to ensure the quality, completeness, and alignment of the business analysis approach with the stakeholder needs and expectations.
Decision analysis: This is a technique that is used to evaluate and select the business analysis approach, not to define and document it. Decision analysis involves comparing the costs, benefits, risks, and impacts of the alternative business analysis approaches, and choosing the one that best meets the project objectives and stakeholder preferences. It helps to justify and rationalize the business analysis approach to the stakeholders, and to document the decision criteria and rationale.
Process modeling: This is a technique that is used to define and document the business analysis approach. Process modeling involves creating a graphical representation of the business analysis activities, tasks, inputs, outputs, roles, and responsibilities. It helps to communicate and visualize the business analysis approach to the stakeholders, and to identify and manage the dependencies, risks, and issues. Process modeling can be done using various tools and notations, such as flowcharts, swimlane diagrams, BPMN, UML, etc.
Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed, Section 7.4: Requirements Elicitation
Certification of Capability in Business Analysis (CCBA) - Simplilearn, Module 6: Elicitation and Collaboration, Lesson 6.1: Prepare for Elicitation
Business Analysis Expert Certification, CCBA | IIBA, section ''Plan Business Analysis Work''
CERTIFICATION OF CAPABILITY IN BUSINESS ANALYSIS, page 6, section ''4. Review the Exam Blueprint''
[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 7.3: Structured Walkthrough
[Certification of Capability in Business Analysis (CCBA) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.5: Validate Requirements
[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 8.6: Decision Analysis
[Certification of Capability in Business Analysis (CCBA) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.6: Manage Business Analysis Performance
[Business Analysis Techniques - ECBA, CCBA, CBAP Endorsed], Section 7.2: Process Modeling
[Certification of Capability in Business Analysis (CCBA) - Simplilearn], Module 5: Planning and Monitoring, Lesson 5.1: Plan Business Analysis Approach
Which approach is best to take when a business analyst is assessing the solution options for a business need when there are relatively few criteria involved?
When there are relatively few criteria involved in assessing the solution options, it is best to focus on the differences of the solutions, as they are likely to have the most impact on the decision. Focusing on the commonalities, the life cycle costs, or the implementation costs may not provide enough information to distinguish the solutions and select the best one for the business need.Reference:BABOK Guide v3, section 10.4.3.2;CCBA Handbook, section 5.4.4.3.
After a number of requirements elicitation workshops, the business analyst (BA) notices that two business stakeholders did not speak up during any of the discussions. What should the BA do in the next workshop?
The BA should ask all attendees for their input, ensuring that each stakeholder is given time to speak and provide their opinion in the next workshop. This will help to encourage participation and engagement from all stakeholders, especially those who did not speak up during previous discussions. It will also help to elicit diverse perspectives and feedback on the requirements from different stakeholders.The BA should use facilitation skills such as active listening, questioning, paraphrasing, summarizing, etc., to create a positive and collaborative environment for stakeholder interaction4.Reference:4: BABOK Guide v3, Section 4.4
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