Free Practice Questions for IIBA CBAP Exam

The solution owner is the person or group who is accountable for the delivery and approval of a specific solution. The solution owner is responsible for approving the project scope statement, phase gate reviews, solution validations, scope changes, and project success criteria. The solution owner may also be involved in other aspects of the project, such as defining the business need, prioritizing requirements, and providing feedback. The solution owner is usually a senior-level stakeholder who has the authority and influence to make decisions and allocate resources for the project. The solution owner may delegate some of the approval tasks to other stakeholders, but ultimately remains accountable for the solution. References: IIBA BABOK Guide v3, section 2.2.2.3, page 24; CBAP Sample Questions, question 227.

Risk identification is the process of identifying and assessing factors that may jeopardize the success of a project or the achievement of a goal. It involves determining the sources, causes, and potential impacts of risks, as well as documenting them in a risk register. Risk identification is an iterative and ongoing process that should be performed throughout the project life cycle. It helps to identify the uncertainties and assumptions that may affect the project objectives and deliverables. Risk identification is the first step of risk management, which also includes risk analysis, risk response, and risk monitoring and control. References: IIBA BABOK Guide v3, section 11.2.1, page 386; CBAP / CCBA Certified Business Analysis Study Guide, chapter 5, page 230; CBAP Sample Questions, question 229.

 The BA is facing a situation where the stakeholders are not cooperating or engaged in the business analysis activities. To resolve this issue, the BA needs to use the competencies of negotiation, conflict resolution, and effective communication. Negotiation is the ability to reach an agreement that is acceptable to all parties involved. Conflict resolution is the ability to manage and resolve disagreements or disputes among stakeholders. Effective communication is the ability to convey information clearly and accurately, and to listen and respond appropriately to the needs and concerns of others. These competencies will help the BA to understand the root causes of the stakeholders’ resistance, address their expectations and interests, and persuade them to participate and collaborate in the business analysis process. References: CBAP Competencies, CBAP Handbook, CBAP Study Guide

Time boxing is a technique that involves allocating a fixed amount of time for a specific activity or deliverable. It is often used in agile and iterative approaches to prioritize and manage requirements based on the amount of work that the project team can complete within a given time frame, such as a sprint or an iteration. Time boxing helps to focus on the most important and valuable requirements, deliver frequent and incremental value, and reduce scope creep and rework. Negotiation, grouping, and budgeting are not techniques that are based on the amount of work that the project team is capable of delivering in a given period of time. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 121

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.5: Prioritize Requirements, page 62

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 3: Requirements Life Cycle Management, page 121

 According to the BABOK® Guide, one of the tasks of defining the business need is to review the requirements stated documentation and ensure that it reflects the actual business requirements, not a description of the solutions. This is important because the business need should be based on the underlying problem or opportunity, not on a predetermined solution. The other options are not relevant to this task. References: BABOK® Guide, v3, p. 30; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, p. 36.

 Document analysis is a requirements elicitation technique that examines the available information, documentation, records, and history of a solution, organization, or cause to identify relevant information to the current business analysis duties. Document analysis helps the business analyst to understand the existing processes, policies, standards, regulations, and systems that may affect the project or the solution. Document analysis also helps to discover the implicit, hidden, or undocumented requirements that may not be easily obtained from other sources. Document analysis can be done using various types of documents, such as business plans, contracts, manuals, reports, diagrams, models, or logs. Document analysis is different from benchmarking, which is a technique that compares the performance or practices of an organization or a solution with those of other organizations or solutions. Document analysis is also different from dataflow diagrams, which are graphical models that show how data moves through a system or a process. Document analysis is not requirements elicitation, which is a general term for the process of gathering and discovering the requirements from various sources and stakeholders. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 181-182.

[Requirements Elicitation in Software Engineering Complete Guide …, paragraph 3

Elicitation Technique Guide | Info-Tech Research Group, paragraph 1

Requirements elicitation techniques: a systematic literature review …, paragraph 1

The conduct elicitation activity is a technique to understand stakeholder needs and identify potential solutions that may meet those needs. It involves guiding stakeholders and collaborating with them through the elicitation activity, doing research or running experiments, and capturing elicitation outcomes1. The captured outcomes should be recorded in a format that is clear, consistent, and accessible for future reference and analysis. Text messages sent via a secured mobile phone are not an acceptable element for requirements documentation, as they are not easily retrievable, traceable, or verifiable. Written documents, visual or audio recordings, and whiteboards are acceptable elements for requirements documentation, as long as they are properly stored, labeled, and managed2. References: Conduct Elicitation - iiba.org, Conducting elicitation activity – The Functional BA

GAP analysis is a technique that involves determining and documenting the variance between business requirements and current capabilities. GAP analysis helps to identify the gaps or discrepancies between the current state and the desired state of a system or a process. GAP analysis can also help to prioritize the requirements, define the scope, and plan the actions needed to close the gaps. GAP analysis is different from risk analysis, which is a technique that involves identifying, assessing, and managing the uncertainties and threats that may affect the project objectives. GAP analysis is also different from schedule analysis, which is a technique that involves estimating, monitoring, and controlling the time and resources needed to complete the project activities. GAP analysis is not a cost benefit analysis, which is a technique that involves comparing the costs and benefits of alternative solutions or courses of action. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Enterprise Analysis, page 215-216.

Business Capability Analysis: How to analyze capabilities, paragraph 3

ProjectManagement.com - Variance Analysis, paragraph 1

Which of the following techniques involves determining and documenting …, paragraph 1

A control chart is a quality control chart that tracks trends in project execution by plotting the values of a quality metric over time against established control limits. A control chart can help the project team monitor the variation and stability of a process, identify the causes of variation, and take corrective actions if the process goes out of control. A control chart can also show the performance of a process in relation to the customer specifications and expectations. A control chart is different from a RACI chart, which shows the roles and responsibilities of project team members. A control chart is also different from a PERT chart, which shows the sequence and duration of project activities. A control chart is not a Pareto chart, which shows the frequency and impact of problems or defects. References:

Quality Control in Project Management, paragraph 6

15 Quality management tools in project management, paragraph 3

Control Chart: A Key Tool for Ensuring Quality and Consistency, paragraph 1

Control Chart - Project Management Knowledge, paragraph 1

 Passive observation is a technique of observing the behavior and activities of stakeholders without asking questions or influencing them in any way. Passive observation can help to capture the actual work processes and environment of the stakeholders, as well as any issues or challenges they face. Passive observation can also reduce the bias or distortion that may arise from direct interaction with the stakeholders. References: BABOK Guide v3, page 97; CBAP / CCBA Certified Business Analysis Study Guide, page 163.