Free IIBA CBAP Practice Exam with Questions & Answers

 Business or technical risk is a requirements prioritization approach that involves ranking the requirements based on the potential negative consequences or uncertainties associated with their implementation or non-implementation. This approach can help to identify and mitigate the most critical risks early in the project and reduce the likelihood of project failure. Business or technical risk can be assessed by considering factors such as the impact on the business value, the feasibility of the solution, the complexity of the requirements, the dependencies among the requirements, the volatility of the requirements, and the stakeholder satisfaction. Business or technical risk is one of the common criteria for requirements prioritization, as it helps to balance the benefits and costs of the requirements1234. References: 1: Requirement prioritization3 2: The Ultimate Guide to Requirements Prioritization4 3: Business Analysis Techniques: Prioritizing Requirements5 4: Requirements Prioritization: How to Prioritize Requirements

 Scope and Plan Initiation is the first step towards creating a business continuity plan. A business continuity plan is a document that describes how an organization will continue to operate during and after a disruption or disaster. A business continuity plan covers the strategies, actions, resources, and procedures that are needed to ensure the continuity of critical business functions and processes. Scope and Plan Initiation is the process of defining the scope, objectives, approach, and deliverables of the business continuity plan. It involves identifying the key stakeholders, roles, responsibilities, and expectations for the business continuity planning project. It also involves developing a project plan, a communication plan, and a risk management plan for the business continuity planning project. Scope and Plan Initiation helps to establish the direction, scope, and boundaries of the business continuity plan, and to align the expectations and involvement of the stakeholders12. Business Continuity Plan Development is the second step towards creating a business continuity plan. It is the process of developing the content and structure of the business continuity plan. It involves conducting a business impact assessment, a risk assessment, a business continuity strategy analysis, and a business continuity plan design. It also involves documenting, reviewing, and validating the business continuity plan. Business Continuity Plan Development helps to create a comprehensive and effective business continuity plan that addresses the impacts, risks, strategies, and actions for the continuity of the critical business functions and processes12. Business Impact Assessment is a sub-process of Business Continuity Plan Development. It is the process of analyzing the potential impacts of a disruption or disaster on the organization’s business functions and processes. It involves identifying the critical business functions and processes, their dependencies, their recovery objectives, and their recovery priorities. Business Impact Assessment helps to determine the scope and requirements of the business continuity plan, and to prioritize the recovery efforts based on the impact and urgency of the business functions and processes12. Plan Approval and Implementation is the last step towards creating a business continuity plan. It is the process of obtaining the approval and endorsement of the business continuity plan from the senior management and the key stakeholders. It also involves implementing the business continuity plan by conducting training, awareness, testing, and maintenance activities. Plan Approval and Implementation helps to ensure the acceptance and support of the business continuity plan, and to enhance the readiness and capability of the organization to execute the business continuity plan12. References: CBAP® Handbook, Business Continuity Planning - iiba.org

 The solution development team is appearing to change the prioritization of the requirements based on overstated complexity of the project work. This means that they are exaggerating the difficulty and effort involved in implementing a certain portion of the requirements, in order to lower their priority or avoid doing them altogether. This may indicate that the team does not want to implement those requirements for some reason, such as lack of interest, skills, resources, or alignment with the solution vision. This may also result in a loss of trust and collaboration between the business analyst and the solution development team, and a compromise of the quality and value of the solution.

The other options are not correct. A. Changing the prioritization of the requirements based on the past project is not what the solution development team is appearing to do, as they are insisting that this is a different type of requirements than the previous project. C. Getting the requirements removed from the project scope is not what the solution development team is appearing to do, as they are not explicitly asking for that, but rather expressing the difficulty of the requirements. D. Having the business analyst report the difficulty of the project work to the project customer is not what the solution development team is appearing to do, as they are not suggesting that, but rather complaining about the complexity of the project work. References:

Business Analysis Professional (CBAP) Certification Study Guide, page 131, section 4.2.3 Requirements Prioritization

Prioritizing Requirements - IIBA®

How to Prioritize Requirements: Techniques, Tools, and Examples

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

 Crashing is a process of adding labor to a project to reduce the project duration. Crashing involves increasing the resources, such as staff, equipment, or materials, to accelerate the completion of critical activities. Crashing may also involve paying overtime, hiring consultants, or outsourcing some tasks. Crashing is usually done when the project is behind schedule or when there is a need to meet a deadline. Crashing may increase the project cost and risk, so it should be done carefully and only when necessary.

Forming, storming, and rolling wave planning are not related to the process of adding labor to a project. Forming and storming are stages of team development, where the team members get to know each other and resolve conflicts. Rolling wave planning is a technique of iterative planning, where the work to be done in the near term is planned in detail, while the work in the distant future is planned at a higher level. References:

CBAP Certification Study Guide v3.0, page 33

BABOK Guide v3, page 16

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3, Week 3, Video: “Project Management Concepts”

The confirm elicitation results process is a technique to ensure that the information gathered during an elicitation session is accurate, consistent, and understood by all stakeholders. It involves checking the elicited information for errors, omissions, conflicts, or ambiguity, and resolving any discrepancies or gaps. The purpose of this process is to validate that the stated requirements expressed by the stakeholders match the stakeholders’ understanding of the problem and the stakeholders’ needs, not the solution, the project sponsor, or the project scope1. References: Confirm Elicitation Results - iiba.org

 A parametric estimate is an estimate that uses a mathematical formula or model to calculate the time, cost, or resources required for a project or activity based on historical data and known variables. In this scenario, the 25 workstations per hour represents a parametric estimate of the productivity of the project team, which can be used to determine the total duration and cost of the installation. A parametric estimate is usually more accurate and reliable than other estimation techniques, such as expert judgment or analogy, as it is based on objective and quantifiable data. References:

CBAP Certification Study Guide v3.0, page 33

BABOK Guide v3, page 16

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3, Week 3, Video: “Project Management Concepts”

The future value of the requirements is not a factor that will help with the decision analysis approach to the requirements prioritization process. The future value of the requirements is the expected benefit or return that the requirements will provide in the long term, which may depend on various assumptions and uncertainties. The future value of the requirements is not a reliable or objective criterion for comparing and selecting the best decision for the requirements outcome.

The other three factors are essential for the decision analysis approach to the requirements prioritization process. The values, goals, and objectives that are relevant to the requirements are the desired outcomes and criteria that the stakeholders want to achieve or satisfy with the solution. The consequences of each possible decision are the impacts and risks that each option will have on the organization and its stakeholders. The nature of the decision that must be made is the type and complexity of the decision, such as whether it is strategic, operational, or tactical, and whether it involves multiple alternatives, trade-offs, or uncertainties. These factors help the business analyst to evaluate and compare the options and to select the best one that maximizes the value and minimizes the risk of the solution. References:

BABOK® Guide, p. 66-67

CBAP / CCBA Certified Business Analysis Study Guide, p. 133

Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 1, Week 2, Video: “Business Analysis Planning and Monitoring”

Recording the dependencies and relationships for the requirements is a technique of identifying and documenting how the requirements are linked or influenced by each other or by external factors. Recording the dependencies and relationships can help to determine the sequence in which requirements are to be addressed, by showing which requirements must be implemented before, after, or in parallel with other requirements. This can help to plan and manage the requirements implementation, and to avoid any conflicts or gaps in the requirements. References: BABOK Guide v3, page 52; CBAP / CCBA Certified Business Analysis Study Guide, page 160.

 A schedule constraint is a limitation or restriction on the time available to complete a project or a task. A schedule constraint can be imposed by the organization, the customer, the stakeholders, or the environment. A schedule constraint can affect the scope, quality, cost, and risk of the project or the task. In this case, the 60 day implementation is a schedule constraint that limits the duration of the project and the scope of the changes that can be made to the existing web services. References: BABOK Guide v3, page 36; CBAP / CCBA Certified Business Analysis Study Guide, page 74.