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Exam Number : ECBA
Exam Name : Entry Certificate in Business Analysis
Vendor Name : IIBA
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ECBA Exam Format | ECBA Course Contents | ECBA Course Outline | ECBA Exam Syllabus | ECBA Exam Objectives


Exam Specification: ECBA Entry Certificate in Business Analysis

Exam Name: ECBA Entry Certificate in Business Analysis
Exam Code: ECBA
Exam Duration: 3 hours
Passing Score: Not specified (Competency-based exam)
Exam Format: Multiple-choice questions

Course Outline:

1. Introduction to Business Analysis
- Role and responsibilities of a business analyst
- Business analysis concepts and techniques
- Business analysis knowledge areas and tasks

2. Business Analysis Planning and Monitoring
- Defining the scope and objectives of business analysis
- Stakeholder identification and analysis
- Planning and monitoring business analysis activities

3. Requirements Elicitation and Collaboration
- Techniques for gathering requirements
- Conducting interviews and workshops
- Collaborating with stakeholders

4. Requirements Life Cycle Management
- Requirements documentation and organization
- Requirements traceability and prioritization
- Managing changes to requirements

5. Strategy Analysis
- Analyzing the business environment and strategic context
- Identifying business problems and opportunities
- Defining the business case

6. Requirements Analysis and Design Definition
- Analyzing and modeling requirements
- Defining solution requirements
- Validating and verifying requirements

7. Solution Evaluation
- Evaluating the performance of a solution
- Assessing solution compliance and acceptance
- Conducting post-implementation reviews

Exam Objectives:

1. Understand the role and responsibilities of a business analyst.
2. Apply business analysis concepts, techniques, and knowledge areas.
3. Plan and monitor business analysis activities.
4. Elicit requirements and collaborate with stakeholders.
5. Manage the requirements life cycle.
6. Perform strategy analysis and define the business case.
7. Analyze requirements and design solutions.
8. Evaluate and assess the performance of a solution.

Exam Syllabus:

The exam syllabus is based on the Business Analysis Body of Knowledge (BABOK) Guide and covers the following knowledge areas:

- Business Analysis Planning and Monitoring
- Elicitation and Collaboration
- Requirements Life Cycle Management
- Strategy Analysis
- Requirements Analysis and Design Definition
- Solution Evaluation



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    IIBA ECBA Practice Test Questions and Answers, IIBA ECBA Exam Dumps - Killexams

    All IIBA ECBA certification exam dumps, study guide, training courses are Prepared by industry experts. PrepAway's ETE files povide the ECBA Entry Certificate in Business Analysis practice test questions and answers & exam dumps, study guide and training courses help you study and pass hassle-free!

    Business Analysis Planning and Monitoring (IIBA - ECBA)

    16. Exercise: Planning Business Analysis Governance

    Exercises in planning, business analysis, and governance After completing this topic, you should be able to recognise what is involved in planning an approach to business analysis governance. In this exercise, therefore, you will show your understanding of what is involved in planning an approach to business analysed Governance. Planning an approach to business is analysed. Governance involves several tasks. Identifying and analysing the inputs to business planning Governance identifies the techniques used to plan and analyse business under governance, as well as the various roles of stakeholders in the planning process.

    First question: identify the input to the plan-business-analyses-governance task. Here we have the options for a business analyst approach to stakeholder engagement. Governance approach Plan your business, analyse governance, and then determine your requirements. Management Platform: Here is the solution for you to compare again. Please take a minute, try to think about the question, and try to find your own answer. But just in case, let's compare. Option One: This option is correct. This approach ensures that the approach is consistent with organisational standards and that the business analysis governance is aligned with the approach and vice versa. Option Two: This option is correct. This method establishes stakeholder participation in governance activities such as reviews and approvals, as well as who is responsible for analysing change requests. Option Three: This option is incorrect. This is the output of the task, not the input. Option Four: This option is incorrect. This is the task, not an input. Option Five: This option is incorrect.

    The inputs are the stakeholder engagement approach and the business analyst approach. What considerations must be taken into account when planning the governance of business analysis? What do you think? Here are your options. A change request must include certain information and agreement on how issues will be escalated, who will be responsible for approving requirements, ensuring that there is operational support, and how and when to collaborate with stakeholders. Here is the answer. Option One: This option is correct. This information includes factors like the type of change, why it is needed, who requested it, its benefits, its priority, and more. Option Two: This option is correct. Scenarios where escalation will be needed include escalating, the lack of participation by domain subject matter experts, and requirements or change requests that are in dispute. Option Three: This option is correct. Responsible parties may include someone from information technology, the business owner, and the project manager. Option Four: This option is incorrect. This is not taken into account when planning business activities. Option Five: This option is incorrect.

    This is a consideration in stakeholder planning. Engagement Question: Another question Planning and Analysis of Business Governments adhere to a number of guidelines. Which options relate to guidelines or tools used to plan business and analyse governance? Here are your options. Process models are used to document the governance process. Document analysis includes policies, processes, and regulations. Item tracking will help to manage any issues and items while waiting. Approval. Key performance indicators are used to prioritise concerns, aid in effective problem management, and lastly, take preventive and corrective action. Think about it, and let's review it together. Option One: This option is correct. Another form of modelling is organisational modeling, which helps identify the hierarchy. Option Two: This option is correct. Analysis ensures that the policies and regulations are still up-to-date. Option Three: This option is correct. Item tracking is a very helpful tool in planning business and analysing governance. Option Four: This option is incorrect. This is neither a technique nor a tool for the task of analysis and governance. Option five, and the final one, is incorrect. This is neither a technique nor a theory for the planning of business analysis and governance. Task Planning, analysis, and governance include the implementation of various techniques.

    Which of the following options is related to techniques used in planning the bids to analyse the governance approach? Organizational modeling, document analysis, group techniques, business audit, and stakeholder metrics are all options here. And here you have the answer. Option one is correct. Organizational modelling includes charts that help identify the hierarchy and those who need to approve requirements and changes. Option Two: This option is correct. Document analyses include policies, processes, and regulations, and the business analyst should ensure that they are current. Option Three: This option is correct. This includes brainstorming, interviews with two or more people, and workshops, which will provide varied information about governance approaches. Option Four: This option is incorrect. This is not a technique used in planning the business analysis and governance approach. The fifth and final option This option is incorrect. This is related to stakeholder engagement planning, but it is not part of the business analysis governance approach planning.

    Different types of stakeholders play different roles in the plan. Business analysis and governance tasks match stakeholders to their corresponding roles. And here we have the options regulator, domain, subject matter expert, project manager, and sponsor. And here we have the target. This stakeholder plays a key role in helping to make sure that governance is understood and realized. This stakeholder may be a source of change requests. This stakeholder reviews the governance plan to ensure it aligns with Project Governance. And lastly, the stakeholder participates in the change dialogue. And here we have the answer. A regulator may be a source of requirement changes as well. The domain subject matter expert may also contribute to discussions about changes, priority setting, and the urgency of the change. The project manager is a good source of information on business analytics. Governance The sponsor participates in the change dialogue and typically approves changes when they are submitted.

    17. Plan Information Management: Inputs and Elements

    Plan information management inputs and elements. After completing this topic, you should be able to recognise important considerations when planning how to manage business analysis information. Business analysis information includes notes from elicitation, models, requirements, stakeholder concerns, and designs. These artefacts need to be stored and processed. It's really a record of business analysis work that must be managed. The inputs are the business analysis approach, the stakeholder engagement approach, and the governance approach. The task is to plan and analyse information management, and the output is an information management approach. The business analysis approach describes the method used by the business analyst. Therefore, the management of information should be in line with a plan that outlines predictive or adaptive approaches.

    The governance approach is, of course, all about changes and approvals of the specified business analysis information. The stakeholder engagement approach will give insight into the information needs based on the collaboration and communication plan.

    The types of information being gathered should be organised for easy retrieval, and document naming conventions should be described. Access considerations include who can read the information and who can change the information. Requirements in progress that have not been fully analysed or described should be restricted. Plan business and analyse information Management overview A diagram gives an overview of the process broken down into three phases: inputs, tasks, and output. The inputs are the business analysis approach, stakeholder engagement approach, and governance approach. The task is plan-business-analysis-information management. The output is the information management approach.

    The inputs are the business analysis approach, the governance approach, the stakeholder engagement approach, and the organisation and dissemination of information. Organized information should make it easy to access and use, help avoid application and contradictions, and define relationships among types of information. Organizing requirements depend on the plan and the types of documents you use. Consider whether you will use cases on their own or as part of a functional specification. Consistent naming conventions, numbering, and grouping of information will help the business analyst identify the application and contradictions. A requirements document could group the requirements by function, such as capturing and managing customer information, which could be grouped under the heading "Customer Records," and nonfunctional requirements by title, such as usability and availability. ensures that this type of information is not duplicated throughout the document. Duplication can cause a lot of confusion, so remember, try to write a requirement only once.

    Cross references or true groupings can be used to document requirements' relationships. Relationships are used for traceability. A solution requirement is derived from a business or stakeholder requirement when one requirement is necessary and related to another requirement. For example, access to a customer account depends on login functionality. Levels of abstraction include bread, death, and levels of detail in information organisation and dissemination. Levels of abstraction include, as I said, bread, death, and levels of detail. Levels of abstraction start at a high level with broad statements and are decomposed into detailed descriptions. Consider your audience when communicating business analysis information. More detail can turn off a stakeholder who may just need to see that a basic need is met, whereas a technical stakeholder needs the detail. To fully understand the complexity of the needs, requirements can be traced to each project deliverable or to test cases and back to the business objectives and other requirements.

    Consider the complexity of the domain and the number of requirements that are generated. Consider requirements risk to ensure that you have the appropriate level of traceability; regulations and standards can have an impact on traceability. The cost and benefit also have to be considered. Tracing requirements can be time-consuming, so take into consideration the cost of conducting detailed traceability and the benefit it produces. The benefits of having detailed traceability enable the project team to identify the root cause of defects and issues quickly. Enterprise standards likely dictate the types of tools used to store and provide access to the requirements. information plan for tracing Information The plan for tracing information includes an appropriate traceability approach. Considerations include the complexity of domain requirements, risk regulations, and standards, but also the cost and benefits. The most common tool is SharePoint. You can use whatever, but this is one example. There are numerous requirement management tools available on the market.

    Some provide traceability collaboration and modeling. When planning for business management, analyse information to determine who will have access to it, what they will be able to access, and how frequently you will be able to provide limited access. Of course, the implementation team could be provided access to requirements when a review is pending. Many tools have the functionality to check out a document so that others can't access it until it is checked. Attributes describe the requirements. Attributes include absolute references, otherwise known as unique identifiers. This distinguishes one requirement from another, which reduces miscommunication. At a minimum, requirements need a unique identifier.

    Other characteristics aid in requirement management. They include the source of the requirement, priority, urgency, and status. provided requirements are managed for reuse, easy access, and identification. Reusing requirements not only saves the business analyst time but ultimately saves the organisation money. Solutions that undergo constant change are the primary candidates for use. The primary candidates for use are those requirements that must adhere to regulatory constraints, business rules, and are subject to process changes.

    Storage and Access The tools for data capture, storage, and access must be determined. Considerations include asking who, how often, and ates for use. StorAttributes and reuse Requirements attributes and reuse involve keeping records of requirements, creating a catalogue of recurring requirements, and include examples like regulatory requirements, contractual obligations, quality standards, and service level agreements. You.

    18. Plan Information Management: Guidelines & Techniques

    Guidelines and techniques for information management should be planned. After completing this topic, you should be able to recognise the guidelines and techniques used in planning business analysis and information management. Items that should be managed include business policies and rules. Business rules drive the behaviour of solutions—both software and processes. They are also managed using business rule systems. Legal and regulatory information are also considered business rules. These include contracts, service level agreements, and legislative rules. This can be accessed through organisational intranet sites managed by compliance. When referencing contracts, include the document name, date, close, and subclose.

    The tools used to manage requirements data are diverse. They can be as rudimentary as a file folder, as sophisticated as a WikiSharePoint, configuration and management systems, or the use of a robust requirements management tool. Process models provide a wealth of information when planning to manage business analysis information. Inputs The actions and outputs are documented using tools such as video, for instance. Guidelines and Tools Guidelines and tools consist of business policies, legal and regulatory requirements, and tools for information management. Group techniques help define stakeholder business analyst needs. Brainstorming can be used during requirements workshops to identify information. Workshops often provide information in the form of a flow chart and notes taken by the business analyst, all of which need to be managed. I have left many a workshop with a handful of notes and photographs of whiteboards.

    Once the information is organized, the accuracy of the workshop's outcomes is confirmed with the stakeholders who are present. Their comments also need to be stored and managed for future reference. Item tracking captures issues, including those related to business analysis. Information Management Mind mapping can be used independently by the business analyst or in groups to identify and categorise information. Tips on how to effectively manage business analyse information can be found in past project notes or lessons. Learned Sessions Techniques for Planning Information Management A table shows a breakdown of techniques for planning information management. It consists of four columns of titles: modeling, group techniques, tools, and document reviews. Various techniques are then listed for each heading. Modeling techniques include process modeling. Group techniques include brainstorming, interviews, surveys, or questionnaires, and workshops. The tools include item tracking and mind mapping. The document review includes the lessons learned.

    19. Plan Information Management: Stakeholders & Outputs

    Plan information; Management; Stakeholders; and Outputs After completing this topic, you should be able to recognise the roles of stakeholders in developing an approach to managing business-analysed information. Information may need to be stored for a certain period of time to satisfy audit requirements.

    Not only do domain subject matter experts provide information, but they also use it for activities such as requirements reviews. The domain subject matter expert is required to review the business analysis for products to confirm that the information is correct and reflects the value expected from the solution. The sponsor is accountable for approving the requirements. The output of this task will outline how information is stored, for how long, how it is used, and by whom. As mentioned earlier, it is important to follow organisational standards and utilise the tools available to reduce miscommunication and ease of access.

    Obviously, business analysis information should be stored and managed during the project or initiative. The information management approach should also include how long the information is stored once the change is complete. This supports requirements for reuse for enhancements and maintenance activities. Once the solution is turned over to operations, the audit policy should be reviewed to ensure that the documents are stored appropriately for easy retrieval.

    There are three stakeholders. Let me remind you. The regulator defines rules and processes. The domain subject matter expert may use information, and the sponsor approves information. The Output Information Management Approach The output information management approach defines how information will be stored, accessed, and used. The time period depends on both the time during the change and the time after the change is complete.

    20. Exercise: Planning BA Information Management

    Plan a business analysis and information management exercise. After completing this topic, you should be able to recognise what's involved in planning an approach to business analysis and information management. In this exercise, you will demonstrate your understanding of what is involved in planning a business analysis information management approach. Planning an approach to business analysis and information management involves several tasks. identifying inputs in planning business analysis information management tasks, recognising examples of tools used for information management, understanding stakeholder roles in information management, and recognising the attributes of an information management approach Now, the task of planning, analysis, and information management consists of various inputs and elements. What are the inputs required for planning business analysis and information management? Here are the options.

    The business analyst's approach includes the governance approach, the stakeholder engagement approach, the performance improvement approach, and the operational support approach. And here we have the answer. Option One: This option is correct. This approach describes the method used by the business analyst. Therefore, the management of information should be aligned with a plan that outlines predictive or adaptive approaches. Option Two: This option is correct. This approach is about changes to and approval of the specified business analysis information. This option is correct. This approach will give insight into the information needs based on the collaboration and communication plan. Option Four: This option is incorrect. This method is not used in business planning or information management analysis. The fifth and final option This option is also incorrect. This approach is again not an input into planning business analysis or information management.

    Business analysis information includes notes from elicitation models, requirements, stakeholder concerns, and designs. Which factors should be considered when planning the management of business analysis information? Here you have the options of avoiding deprecations and contradictions, defining relationships among types of information, organising information for easy retrieval and access, communicating needs and preferences, and communicating clearly how changes will be addressed. Here is the answer. Option One: This option is correct. Consistent naming conventions, numbering, and grouping of information will help the business analyst identify duplication and contradictions. Option Two: This option is correct. Relationships between requirements can be documented as cross-references or true groupings and can be used for traceability. This. Option three is also correct. The types of information being gathered should be organised for easy retrieval, and document naming conventions should be described. Option Four: This option is incorrect. This is a consideration in planning stakeholder engagement.

    That's it. Option Five: This option is also incorrect. This is a consideration. Business Analysis, Planning, and Monitoring When planning business analysis and information management, using the right tools can make a big difference. Which of these options are examples of tools used for information management? Here you have the options of a web application for document sharing, a file folder configuration management system, process analysis, and organisational needs. Option One: This option is correct. Web application platforms can be very useful in information management. Option Two: This option is correct. Information management tools can be as simple as organising information in a folder. Option Three: This option is correct. The use of a configuration management system can be an effective tool for managing and analysing information. Option Four: This option is incorrect. This is not an example of a tool used for information management. Option Five: This option is incorrect. This is not an example of a tool used for information management or a technique used in other tasks.

    A new question in planning information management will require you to adhere to certain guidelines while implementing various techniques. What are the guidelines and techniques used in business analysis information management planning? Here we have the option process models, contracts and legislative rules, surveys and workshops, the engagement of stakeholders, and the timing of specific tasks. And here you have the answer. Option One: This option is correct. Process models provide a wealth of information when planning to manage business analysis information. Option Two: This option is also correct. Business rules drive the behaviour of solutions and are often managed using business rule systems. Option Three: This option is correct. This group can help define stakeholder business analysis needs. Option Four: This option is incorrect. This is the output of planning the stakeholder engagement and is not directly related to the guidelines and techniques for planning the approach. Option Five: This option is incorrect.

    This is part of the business analysis and planning task. Stakeholders include regulators, domain subject matter experts, and sponsors, and each of them has specific responsibilities. Assign the stakeholders to the appropriate roles in the development of the approach to managing business analysis information. Here you have the options regulator, domain, subject matter expert, and sponsor. And here you have the dogs defining rules and processes. You approve requirements and use business analysis workproducts. And here you have the answer. Of course, you took your time and tried to answer the question yourself. And now let's compare. Regulators define rules and processes.

    The domain subject matter expert is required to review the business analysis work product to confirm that the information is correct and reflects the value expected from the solution. The sponsor is accountable for approving the requirements. As a task, business analysis information management planning is critical. Identify the attributes of an information management approach. Here are your options. It outlines how information is stored. It reduces miscommunication. It defines how long the information is stored. Once the change is completed, it reviews the business analysis work products. And lastly, it does not encourage the reuse of requirements.

    And here are the answers. Option One: This option is correct. The output of the Business Analysis Information Management task will outline how information is stored, for how long, and how it is used, but also by home. Option Two: This option is correct. It is important to follow organisational standards and utilise the tools available to reduce miscommunication and maximise assets. Option Three: This option is correct. Business-related information should be stored and managed during the project or initiative, and this supports the requirements we use for enhancements and maintenance activities. Option four. This option is incorrect. This is an activity in the planning of the information management approach that is not an attribute of the final output. The fifth and final option This option is incorrect. It supports the requirements for reuse for enhancements and maintenance activities once the solution is turned over to operations.

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