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    Free CBAP Exam Questions

    #Q16. A has scheduled a focus group to determine the current attitudes towards a new product that the company is developing. Stakeholder S suggests using the Kano model. Another stakeholder R argues that the group should use the benchmarking approach. What should business analyst A do?

    A. Adopt the benchmarking approach as the stakeholder has high authority.

    B. Explain that multiple techniques can be used for elicitation.

    C. Make sure that all participants have a minimum of five years’ experience with the company.

    D. Since 'A' knows the Kano model, choose the same.

    Answer: B. Explain that multiple techniques can be used for elicitation.

    Explanation: Techniques are not mutually exclusive. Point to remember.

    BABoK V3.0 - Section 1.4.5 - Techniques - Techniques provide additional information on ways that a task may be performed. The list of techniques included in the BABOK Guide is not exhaustive. There are multiple techniques that may be applied alternatively or in conjunction with other techniques to accomplish a task. Business analysts are encouraged to modify existing techniques or engineer new ones to best suit their situation and the goals of the tasks they perform.


    #Q15. A works as the business analyst for a project to introduce a new electronic gadget. Projects such as this have been lengthy, involved multiple stakeholders, and included thousands of requirements. When selecting a business analysis approach for the project, which of the following is A most likely to consider?

    A. A predictive approach because of the highly regulated environment

    B. An adaptive approach because these approaches tend to be better for new products.

    C. The BA approach depends on more factors than those which are given.

    D. A combination of predictive and adaptive approaches, given the complexity of the project.

    Answer: The BA approach depends on more factors than those which are given.

    Explanation: Please do not jump into a conclusion based on one or two aspects described in the question. A decision may be based on multiple factors.

    BABoK V3.0 - Section 3.1.4 - Elements - Paragraph 9 - Other considerations that may affect the approach include: • the change is complex and high risk, • the organization is in, or interacts with, heavily regulated industries, • contracts or agreements necessitate formality, • stakeholders are geographically distributed, • resources are outsourced, • staff turnover is high and/or team members may be inexperienced, • requirements must be formally signed off, and • business analysis information must be maintained long-term or handed over for use on future initiatives.


    #Q14. While discussing with Implementation SMEs of Project X, Business analyst A finds that the implementation team is working on integrating a map feature. The same feature was already implemented in Project Q. The reason for repeat development could be because

    A. Past requirements were not baselined.

    B. Past requirements were not tested.

    C. Past requirements were not maintained.

    E. Past requirements were not packaged.

    Answer: Past requirements were not maintained.

    Explanation: Not maintaining requirements results in the same requirements being implemented multiple times.

    BABoK V3.0 - Section 5.2.1 - Purpose - The purpose of Maintain Requirements is to retain requirement accuracy and consistency throughout and beyond the change during the entire requirements life cycle, and to support reuse of requirements in other solutions.


    #Q13. Stakeholder S provided the following requirement, “The system should be able to manage schedule”. The project glossary document does not describe the verb, Manage. It is possible that the term manage can be broken down further. The reason why the requirement needs revision is because the requirement is

    A. Not clear.

    B. Not atomic.

    C. Not testable.

    D. Not understandable.

    Answer: Not atomic.

    Explanation: Words like "Manage" can be broken down, so they are non-atomic.

    BABoK V3.0 - Section 7.2.4 - Elements - Atomic - self-contained and capable of being understood independently of other requirements or designs.


    #Q12. A is a business analyst for Project R. Stakeholder Z has good familiarity with traceability chains. Z insists that the project follows the approach. Business analyst A's response should be

    A. Accept the stakeholder’s suggestion as the traceability matrix is very popular.

    B. Explain that there are many ways to maintain traceability.

    C. Traceability is not required as the project is of medium complexity.

    D. Maintain traceability only at the feature level.

    Answer: Explain that there are many ways to maintain traceability.

    Explanation: All activities in business analysis can be carried in multiple ways and there is no unique best way.

    Page vi - The BABOK® Guide should not be construed to mandate that the practices described in this publication should be followed under all circumstances. Any set of practices must be tailored to the specific conditions under which business analysis is being performed.


    #Q11. Business analyst A has been trying to figure out how best to validate the solution scope with the stakeholders, both business and technical. How can A best validate the solution scope with the stakeholders?

    A. Conduct focus groups with SMEs.

    B. Have a brainstorming session with the stakeholders.

    C. Create a business process model and schedule a walkthrough or review.

    D. Do nothing at all, The architect is responsible for validating the solution scope.

    Answer: Create a business process model and schedule a walkthrough or review.

    Explanation: Business process models describe how businesses are conducted and can help in deciding solution scope.

    BABoK V3.0 - Section 6.4.6 - Techniques - Process Modelling: used to describe how work would occur in the solution scope or during the change.

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    #Q10. Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown up over time.

    From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. 

    He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy-in from senior management for certain milestones. His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and planning software, which gives him insight into different factors to consider and ways to tie everything together. 

    The analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase where the new system is deployed and put into use. 

    It is known that the central architecture will be designed based on categories of data, calculations, and decision making, and that the individual data fields, types, and interfaces will be detailed during the second phase of the project. It is therefore determined that requirements will be organized using a two-tiered outline approach, with the heading items in the outline defining the abstract requirements identified in the first phase and the subordinate items in the outline defining the details of the data and how it is handled. The non-functional requirements for the system and its components will be defined as a third type. Attribute templates and display mechanisms are defined for each type of requirement. The templates include information about how requirements may relate to regulatory, corporate, and other policy requirements of a more general nature. Which element or elements of the Plan Business Analysis Information Task is or are not being addressed?

    A. Organization of Business Analysis Information

    B. Storage and Access and Plan for Requirements Reuse

    C. Level of Abstraction and Requirements Attributes

    D. Plan Traceability Approach

    Answer: Storage and Access and Plan for Requirements Reuse

    Explanation: All of the other elements are addressed in the description.

    The answer is based on case context. No need to reference to BABoK.

    #Q9. Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown up over time.

    From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. 

    He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy-in from senior management for certain milestones. His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and planning software, which gives him insight into different factors to consider and ways to tie everything together. 

    The analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase where the new system is deployed and put into use. 

    The main architecture analysis and development will be conducted using a Waterfall process to ensure a cohesive architecture is created. Once the core functionality is in place the individual development teams will complete their portions of the system in close consultation with their individual user and administration groups. During this time a Scaled Agile Framework (SAFe) or “Scrum of Scrums” will be used. Which collection of statements seems most appropriate for the Waterfall phase of the project?

     a. Decision Making: Each stakeholder represented is evaluated in terms of how they participate in terms of being responsible, accountable, consulted, or informed.

    b. Change Control Process: Determine how changes will be requested, the elements that will be evaluated for each request, how changes will be prioritized, how requests will be documented, how requests and changes will be communicated, who will perform the impact analysis, and who will authorize changes.

    c. Plan Prioritization Approach: Activities will be prioritized from a groomed backlog considering cost, risk, and value.

    d. Plan for Approvals: Relevant managers will be designated as approvers for each activity and change. These may include the project sponsor, department heads and others. 

    A. a, c, and d

    B. a, b, and d

    C. a and b only

    D. a, b, and c

    Answer: a, b, and d

    Explanation: Item c is only appropriate for an adaptive approach, specifically Scrum in this case. Other items are applicable to predictive approach.

    BABoK V3.0 - Section Figure 3.1.2: Formality and Level of Detail of Business Analysis Deliverables


    #Q8. Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown up over time.

    From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. 

    He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy-in from senior management for certain milestones. His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and planning software, which gives him insight into different factors to consider and ways to tie everything together. 

    The analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase where the new system is deployed and put into use. 

    Once the project phases are defined the BA arranges a template for kickoff and review meetings for each phase involving representatives from each stakeholder group. He meets with managers from each group at the beginning of major engagements with their staff to arrange the discovery, data collection, deployment, and training efforts. He schedules after-action reviews at the close of each effort and arranges to circulate the BA findings for review and correction by each group. Finally, the BA assesses the relative importance, interest, and level of interest of each stakeholder. Which Planning and Monitoring task is the analyst carrying out?

    A. Plan Stakeholder Engagement

    B. Plan Business Analysis Governance

    C. Identify Business Analysis Performance Improvements

    D. Plan Business Analysis Approach

    Answer: Plan Stakeholder Engagement

    Explanation: This is the process of working out how to engage with stakeholders during a project.

    BABoK V3.0 - Section 3.2.1 - Purpose - The purpose of Plan Stakeholder Engagement is to plan an approach for establishing and maintaining effective working relationships with the stakeholders.


    #Q7. Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown up over time.

    From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. 

    He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy-in from senior management for certain milestones. His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and planning software, which gives him insight into different factors to consider and ways to tie everything together. 

    The analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase where the new system is deployed and put into use. 

    The project has the potential to change a large number of internal systems and workflows, so all parties recognize that a significant amount of discovery, documentation, and analysis has to be performed upfront. Some of the details can be worked out in an iterative fashion when the end details are being worked out, but the core transformation needs to identify a solid architecture and plan for the transition to it. Which element is the primary consideration in structuring the business analysis approach?

    A. Timing of Business Analysis Work

    B. Business Analysis Activities

    C. Acceptance

    D. Complexity and Risk

    Answer: Complexity and Risk

    Explanation: The project described is complex and the complexity and risk of the project does affect the business analysis approach.

    BABoK V3.0 - Section 3.1.4 - Elements Paragraph 9 - Other considerations that may affect the approach include: • the change is complex and high risk, • the organization is in, or interacts with, heavily regulated industries, • contracts or agreements necessitate formality, • stakeholders are geographically distributed, • resources are outsourced, • staff turnover is high and/or team members may be inexperienced, • requirements must be formally signed off, and • business analysis information must be maintained long-term or handed over for use on future initiatives.


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    #Q6. Business Analyst A has transitioned from full-time software engineering to become an internal analyst within his company for a new project. The project is intended to unify and streamline the operation of several ad hoc processes and systems that have grown over time.

    From his own experience, he wants to be able to give the development teams more information about the context of their work. This should give them a better feel for what their customers need. He also has an idea that he will be able to clearly understand the customer processes and turn them into effective requirements and a solid, efficient architecture. 

    He’s heard the complaints of friends in other departments, so he knows he needs to talk to a wide variety of people, and his managers have communicated the need to get buy-in from senior management for certain milestones. His managers have walked him through the higher-level functions of the company’s collaboration, messaging, and planning software, which gives him insight into different factors to consider and ways to tie everything together.

    The analyst plans for a discovery phase, where the existing processes are mapped, which included reviewing existing documentation; a needs phase, where the process stakeholders are queried about what is good and bad about the existing system and what their perceived needs are; a design phase, where a new solution is developed and documented (this may involve some research and experimentation); a development phase, where the system is built; and a rollout and training phase where the new system is deployed and put into use. 

    The analyst talks to the other two analysts in the company and learns that they don’t yet employ a consistent business analysis approach. He learns that one of the analysts only works with external end-users while the current project involves a process and systems that are only used internally. He arranges for them to describe their best practices and situations where things worked out especially well.

    Which tool is analyst A applying when consulting with the company’s other analysts?

    A. Business Policies

    B. Stakeholder Engagement Approach

    C. Business Analysis Performance Assessment

    D. Business rules

    Answer: Business Analysis Performance Assessment

    Explanation: Business analysis itself is a process that needs to be understood, analyzed, and improved. Analyst A is trying to get a feel for what has worked and not worked in the absence of a formal process, and in light of his own lack of experience as an analyst.

    BABoK V3.0 - Section 3.1.5 - Guidelines and Tools - Business Analysis Performance Assessment: provides results of previous assessments that should be reviewed and incorporated into all planning approaches.


    #Q5. Business analyst A is worried about the low adoption of the newly deployed application. The solution comes with many new features compared to the earlier application. A investigated the reason for the same to be usability aspects not being considered while developing the new application. Business analyst A should

    A. Modify the application for better performance.

    B. Modify the application for better security.

    C. Modify the application for more features .

    D. Modify the application for better user navigation.

    Answer: Option 4

    Explanation: Since navigation is part of usability.<br/><br/> BABoK V3.0 - Section 10.36.3 - Elements Paragraph 5 - Usability Prototype: is a product model created to test how the end-user interacts with the system without including any of the properties (for example, appearance, configuration).

     


    #Q4. Business analyst A is struggling with how to model requirements in the best way possible for the project. In particular, the business wants to allow mortgage applicants the ability to save their application and resume it later in the future if they cannot complete the application in one sitting. Which of the following options describes the above information?

    A. Process modeling.

    B. Goal decomposition.

    C. Use Cases.

    D. Scenarios.

    Answer: Option 4

    Explanation: Since the process requires a save and submit option which is a different option than submitting straight through.BABoK V3.0 - Section 10.47.2 - Description - Paragraph 5 - A scenario describes just one way that an actor can accomplish a particular goal. Scenarios are written as a series of steps performed by actors or by the solution that enables an actor to achieve a goal. A use case describes several scenarios.

     


    #Q3. A is a business analyst for Project P. One particular stakeholder is adding unnecessary requirements and expectations into the go/no-go criteria. What should A's approach be before submitting the requirements package?

    A. Call a meeting with the project sponsor and the SME in question and lay out the assessment of the situation.

    B. Do not invite the stakeholder for the decision package review meeting as the stakeholder disrupts the decision-making process.

    C. Facilitate a brainstorming session among executive team members to deal with the SME's expectations.

    D. Seek a meeting with the SME to listen to the concerns carefully and be able to reflect them back to the stakeholder.

    Answer: Option 4

    Explanation: This is a win-win strategy. Escalation is not a good approach.


    #Q2. Business analyst A is a new business analyst for an application re-engineering project. A needs to choose the initial elicitation technique. A has a large number of stakeholders located across multiple locations. Business analyst A's preferred approach will be

    A. Interviews

    B. Workshops

    C. Observation

    D. Surveys

    Answer: Option D

    Explanation: Surveys are a useful technique to gather requirements from large geographically dispersed stakeholders.


    #Q1. Organization A provides score rating points - 'Must haves' get 10 points; discretionary items are given points ranging from one through nine. Vendor proposals are ranked against the criteria list. The vendor with the most points is selected. Techniques used during this process are-

    A. Vendor assessment, decision analysis, and key performance indicators.

    B. Vendor assessment, key performance indicators, and acceptance/evaluation criteria.

    C. Decision analysis, structured walk through, and functional decomposition.

    D. Decision model, Activity diagram, Financial analysis

    Answer: Option B

    Explanation: Observe that the company is trying to evaluate vendors. It has defined key performance parameters and has also developed evaluation criteria. Decision analysis is used for uncertain and complex situation which is not the case here.