Free IIBA CBAP Practice Exam with Questions & Answers | Set: 12

The business process model is also known as the activity model. It is a graphical representation that captures all of the activities within a business, the inputs and outputs of each activity, and the required resources to complete each activity. It shows the sequence, dependencies, roles, and responsibilities of the activities, as well as the information and materials that flow between them. A business process model can help to document, analyze, improve, and automate the business processes that deliver value to the customers and stakeholders. A business process model can also help to align the business and IT strategies, and to identify the gaps and opportunities for innovation. References:

Business Process Modeling: Definition, Benefits, and Examples - Kissflow, paragraph 1

Business process modeling - Wikipedia, paragraph 1

The business process model is also known as - VCEguide.com, answer B

 Risk Analysis and Management is a technique that involves identifying, assessing, and treating the uncertainties and potential negative impacts that may affect the requirement or the solution. Risk Analysis and Management can help the BA to identify scenarios that would alter the benefit delivered by a requirement, because it can help the BA to quantify and prioritize the risks, determine the appropriate responses and mitigation strategies, and monitor and control the risk exposure and outcomes. Risk Analysis and Management can also help the BA to communicate and report the risk status and issues to the stakeholders and the organization, and to ensure that the requirement delivers the expected value and benefit. Metrics and Key Performance Indicators, Data Modeling, or Document Analysis are not the best options for identifying scenarios that would alter the benefit delivered by a requirement, because they are either too specific, too general, or not directly related to the risk analysis and management process. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 346

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.4: Assess Solution Limitations, page 158

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 346

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. References:

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

Millstones are timeless events that show progress in the project. Millstones are significant points or achievements in the project lifecycle that indicate the completion of a major deliverable, phase, or stage. Millstones are typically achieved at the end of each phase in the project lifecycle, such as initiation, planning, execution, monitoring and control, and closure. Millstones help to measure and communicate the project status, performance, and results, and to ensure the alignment and satisfaction of the project stakeholders12. Achievements are the outcomes or results of the project that fulfill the project objectives and deliver value to the project stakeholders. Achievements are not necessarily timeless events that show progress in the project, as they may occur at any point in the project lifecycle, depending on the nature and scope of the project. Achievements help to evaluate and demonstrate the project success, quality, and benefits, and to justify the project investment and resources34. Phases are the stages or segments of the project lifecycle that divide the project into manageable and logical units. Phases are not timeless events that show progress in the project, as they are the periods of time during which the project activities and tasks are performed and the project deliverables are produced. Phases help to organize and structure the project work, scope, and schedule, and to apply the appropriate methods, tools, and techniques for each phase1 . Templates are the standardized documents or formats that are used to plan, execute, and control the project. Templates are not timeless events that show progress in the project, as they are the tools or aids that facilitate the project management processes and practices. Templates help to ensure the consistency, completeness, and quality of the project documentation, communication, and reporting1 . References:

CBAP® Handbook

Millstone - iiba.org

Achievement - iiba.org

Project Success - iiba.org

[Phase - iiba.org]

[Template - iiba.org]

Decision analysis is a technique for identifying and evaluating the possible options for a given problem or situation. It involves defining the criteria, alternatives, and consequences of each option, and applying a decision-making method to select the best option12. Decision analysis can be used for assessing and recommending solutions that fit an organization’s need for a new third-party sales tool, as it can help to compare the features, benefits, costs, and risks of different vendors or products. The other options are not techniques for identifying suitable options, but rather tools or methods for other purposes. A balanced scorecard is a tool for measuring and managing the performance of an organization or a solution3. A vendor assessment is a method for evaluating the capabilities and suitability of a potential vendor or supplier4. A process analysis is a technique for understanding and improving the current or future state of a business process

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

The product scope statement defines the deliverable the customer is expecting. It describes the features, functions, and characteristics of the product, service, or result that will be produced by the project. It also defines the acceptance criteria, assumptions, and constraints related to the product scope. The product scope statement is a key input for developing the project scope statement, which defines the work that needs to be done to deliver the product scope. The product scope statement is usually created by the business analyst in collaboration with the customer and other stakeholders, and approved by the solution owner. References: IIBA BABOK Guide v3, section 5.1.2, page 162; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 233; Free CBAP CBAP® Exam Questions - IIBA CBAP Exam - Study4Exam, question 242.

 Risk governance is the process of establishing organizational checks and balances with a proper segregation of front, back, and middle office functions for effective risk management. Risk governance is the set of roles, responsibilities, policies, procedures, and standards that define how risk management is performed and overseen within an organization. Risk governance helps to ensure that risk management is aligned with the organizational strategy, objectives, and values, and that risk management activities are coordinated, consistent, and transparent across the organization. Risk governance also helps to promote a risk-aware culture and to foster accountability and ownership of risk management among the stakeholders12. A risk response plan is a document that describes the strategies and actions to address the identified and prioritized risks. A risk response plan is the output of the risk analysis process, which evaluates the risks and determines the appropriate responses to them. A risk response plan helps to implement the risk governance policies and procedures, and to execute the risk management plan13. A risk analysis is a process that evaluates the identified and prioritized risks, and determines the appropriate responses to them. A risk analysis is a sub-process of the risk management process, which encompasses risk identification, risk estimation, risk analysis, and risk monitoring and control. A risk analysis helps to develop strategies and actions to avoid, reduce, transfer, or accept the risks, and to allocate resources and contingency reserves for risk management14. A risk management plan is a document that describes how risk management will be performed and controlled throughout the project or the solution lifecycle. A risk management plan is the output of the scope and plan initiation process, which defines the scope, objectives, approach, and deliverables of the risk management process. A risk management plan helps to implement the risk governance policies and procedures, and to guide the risk management activities and decisions15. References:

CBAP® Handbook

Risk Governance - iiba.org

Risk Response Plan - iiba.org

Risk Analysis - iiba.org

Risk Management Plan - iiba.org

An Ishikawa diagram, also known as a fishbone diagram or a cause-and-effect diagram, is a graphical tool that shows the causes of a certain event. It is one of the seven basic tools of quality control and it is widely used in product design and quality defect prevention. A common use of this diagram is to identify potential factors causing an overall effect, such as a problem or a goal. It helps identify causal factors and contributing causes by organizing them 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 find the root causes and the most significant causes of the effect. References:

Ishikawa diagram - Wikipedia, paragraph 1

Cause and Effect Diagram (aka Ishikawa, Fishbone) - Six Sigma Study Guide, paragraph 1

Quality tool: Cause and effect diagram | CQI | IRCA, paragraph 1

A tornado diagram is a type of bar chart that shows the effect of varying different input parameters on an output variable. It is often used in sensitivity analysis to compare the relative importance of different factors or uncertainties that affect the outcome of a decision, project, or model. A tornado diagram typically has a horizontal baseline that represents the base case value of the output variable, and vertical bars that extend to the left and right of the baseline to show how the output changes when each input parameter is varied from its minimum to maximum value, while holding all other parameters constant. The bars are usually sorted by their length, creating a shape similar to a tornado. The longer the bar, the more sensitive the output is to that input parameter. A tornado diagram can help identify the key drivers of the output variable, as well as the parameters that have little or no impact.