Question 1

What is the one interrogative that requirements should answer?
Herb is the business analyst for the HYY Organization. As Herb is completing the organize
requirements process, he recognizes that requirements typically need to answer one QUESTION NO:
for identification.

Accepted Answer

A

Explanation: The one interrogative that requirements should answer is what. What defines the characteristics, attributes, and features of the requirement. What describes the desired outcome or result of the requirement. What specifies the functional or non-functional aspects of the requirement. What helps to identify and differentiate the requirement from other requirements. What also helps to verify and validate the requirement by testing whether it meets the acceptance criteria. The other interrogatives, when, why, and how, are not essential for identifying the requirement, but they may provide additional information or context for the requirement. When defines the timing, frequency, or sequence of the requirement. Why defines the rationale, purpose, or benefit of the requirement. How defines the method, process, or technique of implementing the requirement. Reference: BABOK® Guide, p. 36, 38, 40 CBAP / CCBA Certified Business Analysis Study Guide, p. 154, 156 Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 2, Week 1, Video: “Specify and Model Requirements”

Question 2

In a requirements management effort, the business analyst (BA) has reviewed all the requirements
and has completed assessing the various impacts of changes to some of the requirements. The BA is
planning to share the impact of the changes to the stakeholders and obtain a consensus in resolution
of some of the changes. Which technique will help the Ba obtain a resolution on the impact of the
requirement changes?

Accepted Answer

B

Explanation: A workshop is a technique that helps to facilitate a structured and collaborative discussion among a group of stakeholders on a specific topic, such as the impact of the requirement changes. A workshop can help the BA to obtain a resolution on the impact of the requirement changes by providing an opportunity for the stakeholders to share their views, concerns, and suggestions, to analyze the pros and cons of the changes, to negotiate and resolve any conflicts or disagreements, and to reach a consensus on the best course of action. A workshop can also help the BA to communicate the rationale and benefits of the changes, to obtain feedback and approval from the stakeholders, and to document the outcomes and action items of the discussion. A focus group is a technique that helps to elicit the opinions, p

Question 3

A sports wristwatch product manufacturer wants to add a blood sugar monitoring toolkit to the
watch. Market research has confirmed that the most profitable segment of the manufacturer’s target
customer is looking for this feature. The business analyst (BA) worked with the product owner to
finalize the set of requirements and design options and then defined multiple approaches for
implementing the feature. At this point, the solutions' team agreed that they were unable to
accurately assess the merits of each of the proposed solutions.
What is the possible reason?

Accepted Answer

D

Explanation: The possible reason why the solutions’ team was unable to accurately assess the merits of each of the proposed solutions is that the requirements and design options were not detailed enough. This means that the requirements and design options did not provide sufficient information, clarity, or specificity for the solutions’ team to understand, evaluate, and compare the different approaches for implementing the feature. The lack of detail may also lead to ambiguity, inconsistency, or incompleteness in the requirements and design options, which can affect the quality and feasibility of the solutions. The BA should ensure that the requirements and design options are detailed enough to meet the needs and expectations of the stakeholders, and to support the decision making and implementation processes. Requirements are not allocated to solution components, too many approaches are dividing the team, or business needs are unclear to the team are not the best options for the possible reason, because they are either irrelevant, inaccurate, or not the root cause of the problem. Reference: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 280 Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis and Design Definition, section 7.5: Specify and Model Requirements, page 133 Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 7: Requirements Analysis and Design Definition, page 280

Question 4

While reviewing a subset of requirements with stakeholders, a business analyst (BA) finds a
requirement that does not deliver benefit to any of the stakeholders. After much discussion, the
stakeholders decide that the requirement does not align with the solution scope.
What recommendation will the BA make?

Accepted Answer

B

Explanation: The BA should recommend to eliminate the requirement that does not deliver benefit to any of the stakeholders and does not align with the solution scope. This is because the requirement is not necessary, valuable, or feasible, and it may introduce unnecessary complexity, cost, or risk to the solution. Eliminating the requirement would help to optimize the solution and ensure that it meets the stakeholder needs and expectations. Updating the solution design, re-evaluating the future state, or changing the solution scope are not the best options because they do not address the root cause of the problem and may result in scope creep or rework. Reference: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 115 Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.6: Assess Requirements Changes, page 64

Question 5

The business sponsor of a project to automate a high risk, high profile process has expressed
concerns that some activities people perform will be missed. The business analyst (BA) has already
created a process flow with associated user stories.
Which of the following actions will address the sponsor’s concerns?

Accepted Answer

B

Explanation: A formal review with the stakeholders is a way to validate the elicitation results and ensure that nothing is missed or misunderstood. The review can also help to build trust and confidence among the stakeholders and the BA. The other options are not directly related to addressing the sponsor’s concerns. Reference: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Elicitation and Collaboration, p. 173-174; [A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 4: Elicitation and Collaboration, Section 4.4: Confirm Elicitation Results, p. 107-108.

Question 6

Which of the following is not a hygiene agent according to Frederick Herzberg theory?

Accepted Answer

A

Explanation: According to Herzberg’s two-factor theory of motivation, there are two sets of factors that influence job satisfaction: hygiene factors and motivators. Hygiene factors are those job factors that are essential for existence of motivation at workplace, but do not lead to positive satisfaction for long- term. They are also called dissatisfiers or maintenance factors, as they are required to avoid dissatisfaction. Hygiene factors include pay, company policies, fringe benefits, physical working conditions, status, interpersonal relations, and job security. Motivators are those factors that yield positive satisfaction and enhance motivation. They are inherent to work and relate to self-growth and self-actualization. Motivators include recognition, sense of achievement, growth, responsibility, and advancement. The chance to excel is a motivator, not a hygiene factor, according to Herzberg’s theory. Reference: Herzberg’s Two-Factor Theory Of Motivation-Hygiene - Simply Psychology; Herzberg’s Two-Factor Theory of Motivation - Management Study Guide; Two-factor theory - Wikipedia

Question 7

The objective of a solution implemented was to increase the number of customer calls resolved per
hour.
When using basic statistical sampling concepts, what does the business analyst (BA) need to
consider?

Accepted Answer

A

Explanation: The BA needs to consider metrics and key performance indicators (KPIs) when using basic statistical sampling concepts to measure the objective of a solution implemented. Metrics and KPIs are quantitative measures that are used to evaluate the performance, progress, and value of a solution, process, or activity. They can help the BA to determine if the solution is meeting the expected outcomes and benefits, and to identify any gaps, issues, or opportunities for improvement. Metrics and KPIs can also help the BA to communicate the results and impact of the solution to the stakeholders and the organization. Some examples of metrics and KPIs that can be used to measure the objective of increasing the number of customer calls resolved per hour are: average call duration, first call resolution rate, customer satisfaction score, and call resolution efficiency. Frequency and timing, financial analysis, and benchmarking and market analysis are not the best options to consider when using basic statistical sampling concepts, because they are either too general, too specific, or not directly related to the objective of the solution. Reference: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 337 Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.2: Analyze Performance Measures, page 153 Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 8: Solution Evaluation, page 337

Question 8

An insurance company wants to increase sales by 15% and customer retention by 10% within 1
calendar year.
Various strategies to achieve this were considered and a restructure to the existing pricing model is
selected to help achieve these goals.
A business analyst (BA) works with stakeholders such as actuaries, product specialists, sales staff, risk
managers, and underwriters who agree to applying varying levels of discounts to customers based
on:
•
Total annual premium the customer has with the company (Financial worth)
•
Time with the insurance company (Loyalty)
Various financial models are considered but the stakeholders agree that an initial applicable discount
is determined based on the customer's overall premium:
CBAP practice exam questions

The percentage of the maximum possible discount available to the customer is adjusted based on
time with the company:
CBAP real exam questions

If within the first six months, customer retention increased by 5 % and sales increased by 6%, then
when will the desired sales and retention goals be achieved assuming the trend continues at the
same pace?

Accepted Answer

D

Explanation: The question asks about the time required to achieve the desired sales and retention goals, given the current rate of increase. To answer this question, we need to use the formula for compound growth rate, which is: Final value = Initial value x (1 + Growth rate) ^ Number of periods We can apply this formula to both sales and retention, using the given values and solving for the number of periods. For sales, we have: 1.15 = 1 x (1 + 0.06) ^ Number of periods Taking the natural logarithm of both sides, we get: ln(1.15) = ln(1 + 0.06) x Number of periods Dividing by ln(1 + 0.06), we get: Number of periods = ln(1.15) / ln(1 + 0.06) Using a calculator, we get: Number of periods = 2.29 Since each period is six months, we multiply by 6 to get the number of months: Number of months = 2.29 x 6 Number of months = 13.74 Rounding up to the nearest whole number, we get: Number of months = 14 Therefore, it will take 14 months, or about 18 months, to achieve the sales goal. For retention, we have: 1.1 = 1 x (1 + 0.05) ^ Number of periods Repeating the same steps as above, we get: Number of periods = ln(1.1) / ln(1 + 0.05) Number of periods = 1.86 Number of months = 1.86 x 6 Number of months = 11.16 Rounding up to the nearest whole number, we get: Number of months = 12 Therefore, it will take 12 months, or 1 year, to achieve the retention goal. Reference: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Solution Assessment and Validation, p. 211-212 Certified Business Analysis Professional™ (CBAP®) Specialization, Course 4: Business Analysis: Solution Evaluation, Week 2: Solution Performance Assessment, Video: Solution Performance Metrics Compound Growth Rate Calculator

Question 9

Which of the following represents the duration of activities against a calendar?

Accepted Answer

B

Explanation: A Gantt chart is a graphical tool that represents the duration of activities against a calendar. It shows the start and end dates, dependencies, and progress of each activity in a project. A Gantt chart can help project managers to plan, schedule, monitor, and control the project activities. It can also help to identify the critical path, which is the longest sequence of activities that determines the minimum time required to complete the project. Reference: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47 What Is a Gantt Chart? | Definition & Examples | APM Activity Duration Estimates: Definition, Importance and Techniques - Indeed, under What are activity duration estimates?

Question 10

A card printing solution is comprised of 4 stages: Loading, Printing, Packaging and Sorting. Loading
and sorting of cards is done manually through operators, while printing and packaging are
automated. The loading stage requires the operator to load 100 cards after an alarm is raised. Sorting
requires an operator to distribute each package based on the printed address into the appropriate
delivery box.
Which stage should be assessed as the most likely to increase process inefficiencies?

Accepted Answer

C

Explanation: The sorting stage should be assessed as the most likely to increase process inefficiencies, because it is a manual, error-prone, and time-consuming task that depends on the operator’s accuracy and speed. The sorting stage requires the operator to read the printed address on each package and place it in the correct delivery box, which may involve multiple steps, movements, and decisions. The sorting stage may also introduce delays, bottlenecks, or rework if the operator makes mistakes or cannot keep up with the volume of packages. The loading, packaging, and printing stages are less likely to increase process inefficiencies, because they are either automated or simpler tasks that involve fewer steps, movements, and decisions. The loading stage only requires the operator to load 100 cards after an alarm is raised, which is a straightforward and infrequent task. The packaging and printing stages are automated and do not require any human intervention, which reduces the risk of errors and delays. Reference: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page 248 Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section 5.2: Analyze Current State, page 95 Business Analysis Professional Resources, IIBA Resource Collection, Business Analysis Body of Knowledge (BABOK) Guide CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Skillsoft Book, Chapter 6: Strategy Analysis, page 248

Question 11

The business analyst (BA) is not having great success scheduling stakeholder meetings. Stakeholders
say they are too busy or there are higher priority meetings on their calendars. The BA is concerned,
knowing that stakeholder availability, attitude, and willingness to engage will impact the timeliness
of project delivery as well as the.

Accepted Answer

B

Explanation: Stakeholder availability, attitude, and willingness to engage are critical factors for the success of any business analysis effort, as they affect the quality, validity, and acceptance of the requirements and the solution. If the stakeholders are not available or willing to participate in the elicitation, validation, and verification activities, the BA may face difficulties in obtaining, confirming, and managing the requirements, and in ensuring that they meet the stakeholder needs and expectations. Moreover, if the stakeholders are not engaged or supportive of the change initiative, they may delay or reject the approval of the requirements or the solution, which can impact the timeliness of project delivery as well as the realization of the business value. Therefore, the BA should try to schedule stakeholder meetings as early and as frequently as possible, and use various techniques to communicate and collaborate with the stakeholders effectively. The other options are not the best answers, as they are not directly influenced by the stakeholder availability, attitude, and willingness to engage, but rather by other factors, such as the testing strategy, the governance approach, the reuse strategy, or the risk management process. Reference: Golden Rules of Stakeholder Engagement in Business Analysis, Engaging Stakeholders in Elicitation and Collaboration, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, [BABOK Guide]

Question 12

A business analyst (BA) is developing an approach for information management. The BA needs to
identify and categorize which information is to be managed.
Which of the following techniques should the BA use to achieve this objective?

Accepted Answer

D

Explanation: Mind mapping is a technique that involves creating a visual representation of information, using a central idea and branching out to related topics, subtopics, and details. Mind mapping can help the BA to identify and categorize which information is to be managed, as it allows the BA to organize, structure, and classify information in a hierarchical and logical way. Mind mapping can also help the BA to discover gaps, overlaps, and relationships among information, and to communicate information effectively to stakeholders. The other options are not the best techniques for this objective, as they are more focused on tracking the status, behavior, or appearance of items, creating a working model of a solution, or observing the actions and interactions of stakeholders. Reference: CBAP Handbook, CBAP Study Guide, BABOK Guide

Question 13

A company finalized the implementation of a new, corporate-wide database. After nearly three
months of operation, the solution is repeatedly producing invalid outputs. A business analyst (BA)
has been asked to investigate the solution's problem. The BA has been able to find several instances
where the outputs from the solution are below an acceptable level of quality.
Which of the following techniques should the BA use to identify the solution limitations?

Accepted Answer

B

Explanation: Root cause analysis is a technique that involves identifying and addressing the underlying causes of a problem or an issue, rather than the symptoms or the effects. Root cause analysis can help the BA to identify the solution limitations, which are the internal factors that prevent the solution from delivering its full business value. By finding and eliminating the root causes of the problem, the BA can improve the quality and performance of the solution, and prevent the problem from recurring. The other options are not the best techniques for identifying the solution limitations, as they are more focused on identifying and managing the external factors that affect the solution, such as risks, stakeholders, criteria, or rules. Reference: Task: Assessing Solution Limitations, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, BABOK Guide

Question 14

Which one of the following diagrams visualize the result of the root cause analysis study?

Accepted Answer

D

Explanation: A cause-and-effect diagram, also known as an Ishikawa diagram or a fishbone diagram, is a graphical tool that visualizes the result of a root cause analysis study. It helps to identify, sort, and display the possible causes of a specific problem or quality issue. It can also be used to explore the root causes of a problem or a desired outcome. The diagram looks like the skeleton of a fish, hence the name fishbone diagram. The effect or problem is shown as the fish’s head, and the causes are shown as the bones along the spine. The diagram helps to organize the causes into categories, such as people, processes, equipment, materials, environment, etc. The diagram can be created by brainstorming the causes and grouping them into major categories. The diagram can then be analyzed to identify the most likely or significant causes of the problem or outcome. Reference: Root Cause Analysis: Definition, Examples & Methods | Tableau, under Approaches to Root Cause Analysis Root Cause Analysis, Ishikawa Diagrams and the 5 Whys - isixsigma.com, paragraph 1 Root Cause Analysis - Practical Action, paragraph 1

Question 15

A business analyst (BA) is defining the decision-making process for changes raised during a project
and wants to understand the decision making authorities within the company.
What might the BA do to gather this information?

Accepted Answer

B

Explanation: A focus group is a technique for eliciting information from a group of stakeholders who have knowledge or experience on a specific topic. It involves asking open-ended questions, facilitating discussions, and capturing feedback. A focus group can help the BA to gather information about the decision making authorities within the company by engaging with the relevant stakeholders, such as project sponsors, managers, directors, or board members. The BA can use the focus group to understand the roles, responsibilities, and expectations of the decision makers, as well as the criteria, methods, and processes they use to make decisions. The other options are not suitable techniques for gathering this information. A market analysis is a technique for researching and analyzing the external factors that affect the demand, supply, and opportunities for a product, service, or solution. A survey is a technique for collecting quantitative or qualitative data from a large number of respondents using a predefined set of questions. A cost benefit analysis is a technique for comparing the costs and benefits of alternative solutions or courses of action. Reference: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Elicitation and Collaboration, p. 164-165, 168-169, 171-172; A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3, Chapter 4: Elicitation and Collaboration, Section 4.2: Prepare for Elicitation, p. 94-95; Chapter 10: Techniques, Section 10.15: Focus Groups, p. 378-379.

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