Free IIBA CBAP Practice Exam with Questions & Answers | Set: 8

 A data flow diagram is a technique that helps to create a high-level overview of a business process by showing the movement and transformation of data between entities and processes. A data flow diagram uses graphical symbols and arrows to represent the sources and destinations of data, the processes that manipulate data, the data stores that store data, and the data flows that transfer data. A data flow diagram can help the BA to understand the current state of the business process, to identify the data requirements and dependencies, and to communicate the data logic and structure to the stakeholders. An entity relationship diagram is a technique that helps to represent the data and information needs of an organization or a solution using graphical or textual symbols and relationships. An entity relationship diagram shows the entities that are relevant to the domain, the attributes that describe the entities, and the relationships that exist between the entities. An entity relationship diagram can help the BA to define and analyze the data requirements, but it does not show the movement and transformation of data between entities and processes. A scope model is a technique that helps to define the boundaries and context of a project or a solution. A scope model shows the elements that are within the scope, the elements that are out of scope, and the interfaces and interactions between the elements. A scope model can help the BA to clarify the scope and objectives of the project or solution, but it does not show the movement and transformation of data between entities and processes. A process model is a technique that helps to represent the activities and tasks that are performed to achieve a specific goal or outcome. A process model shows the sequence and flow of the activities and tasks, the roles and responsibilities of the performers, the inputs and outputs of each activity or task, and the rules and conditions that govern the process. A process model can help the BA to define and analyze the business process, but it does not show the movement and transformation of data between entities and processes. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.18: Data Flow Diagrams, p. 522-524; Section 10.19: Data Modeling, p. 525-527; Section 10.42: Scope Modeling, p. 554-556; Section 10.43: Process Modeling, p. 557-559.

Interface analysis is a technique that identifies and specifies the information that is exchanged between systems or system components. It defines the communications protocol, data format, and timing of the information exchange. Interface analysis is useful for designing and documenting the interactions between the PS and other systems. It can also help to identify potential issues or risks related to the integration of the systems.

Vertical prototyping is a technique that creates a working model of one or more aspects of a solution, such as the user interface, functionality, or performance. It is used to validate the requirements and design of the solution, and to obtain feedback from stakeholders. It is not directly related to defining the communications protocol between the systems.

Concept modelling is a technique that defines the terms and concepts relevant to a domain or a problem. It establishes a common vocabulary and understanding of the domain among the stakeholders. It is not focused on the technical details of the system interactions.

System analysis is a broad term that refers to the process of studying and understanding the current or desired state of a system. It involves identifying the system components, functions, inputs, outputs, and relationships. It is not a specific technique for defining the communications protocol between the systems. References:

[A Guide to the Business Analysis Body of Knowledge (BABOK Guide), Version 3], Chapter 10: Techniques, pp. 402-403, 414-415, 420-421, 424-425.

[Business Analysis for Practitioners: A Practice Guide], Chapter 5: Requirements Analysis and Design Definition, pp. 123-124, 133-134, 140-141, 144-145.

The business analyst (BA) will create a Data Model to meet Requirement ID FE10001, as it is related to the entity classification, specifically stating “The solution shall use the CrewContactID field as a primary key.” This requirement indicates the need for structuring data and defining how data elements are related, which is typically addressed through a Data Model. References: The answer can be verified from the following sources:

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide) Version 3, Chapter 9: Data Modeling, p. 326-331.

Business Analysis Professional (CBAP) Learning documents or resources available on IIBA’s official website and bookstore.

 Governance is the approach that contains a suitable set of attributes for specifying requirements. Governance refers to the set of policies, processes, standards, roles, and responsibilities that guide, monitor, and control the conduct of business analysis activities. Governance helps to ensure that the requirements are aligned with the business objectives, stakeholder needs, and quality criteria. Governance also helps to manage the changes, risks, issues, and dependencies related to the requirements. Some of the attributes that can be specified for requirements under governance are:

Requirement type (e.g., functional, non-functional, business, user, etc.)

Requirement status (e.g., proposed, approved, implemented, verified, etc.)

Requirement priority (e.g., mandatory, high, medium, low, etc.)

Requirement source (e.g., stakeholder, document, regulation, etc.)

Requirement owner (e.g., the person or role responsible for the requirement)

Requirement version (e.g., the number or identifier of the requirement revision)

Requirement traceability (e.g., the links between the requirement and other related requirements, deliverables, tests, etc.)

These attributes help to define, organize, communicate, and manage the requirements throughout the business analysis life cycle.

References:

[BABOK Guide v3], Section 2.5: Governance, p. 28-30

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, p. 55-56

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 1: Business Analysis: Planning and Monitoring, Week 2: Plan Business Analysis Governance, Video: Introduction to Business Analysis Governance

 A focus group is a technique that involves organizing a discussion with a small group of stakeholders to understand their perceived value and expectations of a set of requirements and design options. A focus group can help the BA to estimate the potential value delivered by the solution, as it allows the BA to collect feedback, opinions, preferences, and attitudes from the stakeholders in a structured and interactive way. A focus group can also help the BA to identify and resolve any conflicts or issues among the stakeholders, and to build consensus and buy-in for the solution. The other options are not the best techniques for this purpose, as they are more focused on generating and evaluating ideas, collecting information from a large number of stakeholders, or interviewing stakeholders individually or in a group. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

A change in the requirement is a situation where the requirement is different from what was originally agreed upon by the stakeholders. This can happen due to various reasons, such as changing business needs, stakeholder feedback, regulatory changes, or technical constraints. To assess the change, the BA needs to conduct an impact analysis using traceability, which is a technique that involves identifying and documenting the relationships among requirements, stakeholders, solution components, and other artifacts. Traceability can help the BA to determine the scope, cost, schedule, quality, and risk implications of the change, and to communicate them to the relevant stakeholders for approval or rejection. The other options are not the best actions for assessing the change, as they are more suitable for different purposes, such as closing a defect that is not a defect, evaluating the potential threats and opportunities of the change, or finding the underlying cause of the defect. References: CBAP Handbook, CBAP Study Guide, BABOK Guide

A high level of abstraction means that the requirements are expressed in general terms, without specifying details or implementation methods. This allows the requirements to be more flexible and adaptable to changing business needs and contexts. For the seasonal products, which are likely to be different every year and require major variations in some business processes, using a high level of abstraction would help to manage the requirements in the long term, as they would not need to be revised or updated frequently. On the other hand, using a low level of abstraction, which means that the requirements are expressed in specific and detailed terms, would make the requirements more rigid and prone to changes, as they would need to be aligned with the particular characteristics and constraints of each seasonal product and process variation.

References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Elicitation, p. 97-98

[BABOK Guide v3], Section 4.1: Prepare for Elicitation, p. 94-95

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 2: Business Analysis: Requirements Analysis and Design Definition, Week 2: Requirements Classification and Prioritization, Video: Requirements Abstraction Levels

The potential success rate of the mortgage origination process can be calculated by subtracting the percentage of total rejects from 100%. The current success rate is 70%, which means the current percentage of total rejects is 30%. If the verification rejects (8.4% of the total transactions) were to be reduced by 50%, there would be only 4.2% verification rejects remaining. This would decrease the percentage of total rejects to (30% - 4.2%) = 25.8%. Therefore, the potential success rate would be (100% - 25.8%) = 74.2%. However, this answer does not account for the effect of the documentation checklists, which would also reduce the documentation rejects (12.2% of the total transactions). Assuming that the documentation checklists would eliminate all the documentation rejects, the percentage of total rejects would further decrease to (25.8% - 12.2%) = 13.6%. Therefore, the potential success rate would increase to (100% - 13.6%) = 86.4%, which can be rounded to 86%.

References:

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

Basic Math Operations, Khan Academy

The relationship type that correctly identifies the nature of the relationship between the 3 business capabilities and the 11 requirements is derives. Derives is a relationship type that indicates that a lower-level element is derived from a higher-level element that provides the context or rationale for the lower-level element. In this case, the 11 requirements are lower-level elements that are derived from the 3 business capabilities (I, II, and III) that provide the scope and purpose for the requirements. Therefore, each requirement derives a corresponding capability by providing more detail on how the capability will be implemented and tested. References:

BABOK Guide v3, Section 9.2: Requirements Classification Schema, p. 336-337

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, p. 216-217

Certified Business Analysis Professional™ (CBAP®) Specialization, Course 2: Business Analysis: Requirements Elicitation and Analysis, Week 3: Requirements Classification, Video: Requirements Relationships

The missing stakeholder is a risk that can affect the quality and validity of the requirements, as well as the delivery and acceptance of the solution. The BA should identify this risk and its potential impact on the project, and recommend an adaptive approach for the analysis phase. An adaptive approach is one that allows for flexibility and responsiveness to changing requirements and stakeholder needs. An adaptive approach can help the BA to cope with the uncertainty and complexity of the project, and to deliver value incrementally and iteratively. The other options are not the best actions for the BA to proceed, as they may compromise the scope, schedule, cost, or contract terms of the project, and may not address the root cause of the risk. References: CBAP Handbook, CBAP Study Guide, BABOK Guide