Free IIBA CBAP Practice Exam with Questions & Answers | Set: 14

Information architecture is the structure and organization of information within a system or process1. It helps to ensure that the process models relate to each other by defining the relationships, dependencies, and interactions among the data, information, and knowledge that are used or produced by the processes2. Information architecture also helps to align the process models with the business goals, objectives, and requirements3. 

 According to the BABOK® Guide, conflicts among stakeholders are inevitable and must be resolved before formal approval of the requirements can be obtained. The business analyst is responsible for facilitating the resolution of conflicts by using various techniques such as problem-solving, negotiation, or escalation. The business analyst should not make the decision for the stakeholders, nor should the decision be based on seniority or deferred until later. References: BABOK® Guide v3, section 4.5.5, page 142; CBAP® Handbook, section 4.4, page 6.

Overlooking a key set of stakeholders can have serious consequences for the project, as they may have different needs, expectations, and perspectives than the existing stakeholders. Their requirements may conflict with or invalidate the ones that have been already elicited and analyzed, leading to rework, delays, and increased costs. Alternatively, they may introduce new requirements that require changes to the project scope, schedule, budget, or quality. Therefore, it is important to identify all relevant stakeholders as early as possible in the business analysis process and to engage them throughout the project lifecycle. References:

CBAP Handbook, page 12, section 2.0 Nine-Steps to Certification, step 3. Enter Your Eligibility Details into the BA Development Log

[BABOK Guide], page 30, section 2.2 Conduct Stakeholder Analysis, task description and output

CBAP/CCBA Study Guide, page 55, section 2.2.3 Stakeholder Analysis, stakeholder identification and analysis techniques

 Business value is a basis for prioritizing requirements that considers the benefits and costs of each requirement to the organization. It helps to identify the most valuable requirements that can deliver the highest return on investment. Business value can be measured in terms of revenue, cost savings, customer satisfaction, market share, competitive advantage, or other criteria that are relevant to the organization’s goals and objectives. References:

Certified Business Analysis Professional (CBAP) Handbook, page 6, section 4. Review the Exam Blueprint, Table 4.1: BABOK® Guide Knowledge Areas and Tasks

BABOK® Guide v3, page 33, section 4.2 Prioritize Requirements

Tips for Earning a Business Analysis Certification, section 3. Leverage a variety of study resources

 Requirements prioritization is the process of ranking the requirements in the order of their importance or value to the stakeholders and the solution. Requirements prioritization helps to ensure that the most critical and beneficial requirements are implemented first, and that the project focuses on delivering the maximum value to the stakeholders within the available time and resources. Requirements prioritization also helps to manage the scope, schedule, budget, and quality of the project, as well as to handle changes and risks effectively123. References: 1: Five Requirements Prioritization Methods1 2: What is Requirements Prioritization?2 3: The 6 Most Important Requirements Practices3

 Process modeling is a technique that can be used to define and document the business analysis approach, as it describes the activities, tasks, inputs, outputs, and roles involved in the business analysis work. Process modeling can help to identify the scope, objectives, deliverables, dependencies, assumptions, constraints, and risks of the business analysis work. Process modeling can also help to communicate and validate the business analysis approach with stakeholders and ensure alignment with the project management approach. References: BABOK Guide v3, section 4.1.1.1, page 110; Business Analysis Techniques: Planning and Monitoring Business Analysis Work by Milena Pajic, section Using Process Modeling for Planning and Monitoring, page 171

 A solution approach is a description of the proposed method for delivering a solution that meets the business need. It is one of the outputs of the enterprise analysis tasks, along with business need, capability gaps, solution scope, and business case. A solution approach defines the type, nature, and complexity of the solution, and provides a high-level view of how the solution will be implemented. It also identifies the major components, features, and functions of the solution, as well as the key stakeholders, risks, assumptions, and constraints. A solution approach helps to evaluate the feasibility and viability of different solution options and compare them with the business need and expected benefits. References:

IIBA BABOK Guide v3, p. 30, 176, 264

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 The management horizon is the time period over which the costs and benefits of a proposed solution are evaluated. It is also the point in time when the net present value of the solution becomes positive, meaning that the solution has recovered its initial investment and started to generate a profit. The management horizon helps to determine the feasibility and viability of a solution, as well as its alignment with the strategic goals of the organization. References:

CBAP® Handbook, page 15, section 4.1.2.3

BABOK® Guide, page 32, section 3.2.3

How to Write a Business Case (Template Included), under Step 3: Calculate the Financials

Mitigation is not a category of risk tolerance, but rather a strategy for reducing the probability or impact of a risk. Risk tolerance refers to the degree of uncertainty that a stakeholder is willing to accept in relation to the achievement of the project or solution objectives. According to the BABOK® Guide1, there are three categories of risk tolerance associated with the stakeholders: risk-averse, risk-neutral, and risk-seeking. These categories are based on how much risk the stakeholders can tolerate and how they perceive the potential rewards of taking risks.

Risk-averse stakeholders prefer to avoid risks or minimize their exposure. They tend to choose safer options that have lower returns but higher certainty. They may require more analysis and evidence before making decisions or approving requirements.

Risk-neutral stakeholders are indifferent to risks and rewards. They base their decisions on the expected value of the outcomes, regardless of the uncertainty involved. They may accept higher risks if they are compensated by higher returns, or lower risks if they are accompanied by lower returns.

Risk-seeking stakeholders prefer to take risks or maximize their exposure. They tend to choose riskier options that have higher returns but lower certainty. They may be willing to accept lower levels of analysis and evidence before making decisions or approving requirements.

References:

CBAP® Handbook, page 6, section 4. Review the Exam Blueprint, under Requirements Analysis and Design Definition, task 5.1: Prioritize Requirements

BABOK® Guide, page 33, section 4.2.1: Prioritize Requirements

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 According to the BABOK® Guide, a risk is “an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives such as scope, schedule, cost, and quality” (p. 10). A risk can have both positive and negative impacts, depending on the perspective of the stakeholders and the objectives of the solution. For example, a risk of adopting a new technology may be that it increases the productivity of the employees (positive) but also requires more training and maintenance (negative). A risk analysis in the business case should consider both the probability and the impact of the risks, as well as the strategies to mitigate or exploit them. References: BABOK® Guide, p. 10, 114-115; Certified Business Analysis Professional™ (CBAP®) | Coursera, Course 3, Week 2, Video: “Risk Analysis and Management”