CBAP Practice Questions

The one interrogative that requirements should answer is what. What defines the characteristics,

attributes, and features of the requirement. What describes the desired outcome or result of the

requirement. What specifies the functional or non-functional aspects of the requirement. What helps

to identify and differentiate the requirement from other requirements. What also helps to verify and

validate the requirement by testing whether it meets the acceptance criteria.

The other interrogatives, when, why, and how, are not essential for identifying the requirement, but

they may provide additional information or context for the requirement. When defines the timing,

frequency, or sequence of the requirement. Why defines the rationale, purpose, or benefit of the

requirement. How defines the method, process, or technique of implementing the

requirement. Reference:

BABOK® Guide, p. 36, 38, 40

CBAP / CCBA Certified Business Analysis Study Guide, p. 154, 156

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

Model Requirements”

A workshop is a technique that helps to facilitate a structured and collaborative discussion among a

group of stakeholders on a specific topic, such as the impact of the requirement changes. A workshop

can help the BA to obtain a resolution on the impact of the requirement changes by providing an

opportunity for the stakeholders to share their views, concerns, and suggestions, to analyze the pros

and cons of the changes, to negotiate and resolve any conflicts or disagreements, and to reach a

consensus on the best course of action. A workshop can also help the BA to communicate the

rationale and benefits of the changes, to obtain feedback and approval from the stakeholders, and to

document the outcomes and action items of the discussion. A focus group is a technique that helps

to elicit the opinions, p

, and feedback of a group of stakeholders about a specific topic,

such as a prototype or a solution option. A focus group can help the BA to understand the

stakeholders’ perception, ideas, and attitudes, and to identify any issues, gaps, or improvements, but

it does not help the BA to obtain a resolution on the impact of the requirement changes. An

interview is a technique that helps to elicit information from an individual stakeholder or a small

group of stakeholders by asking open-ended, closed-ended, or probing questions. An interview can

help the BA to gather detailed and specific information, to clarify and validate the requirements, and

to build rapport and trust with the stakeholders, but it does not help the BA to obtain a resolution on

the impact of the requirement changes. A survey is a technique that helps to collect quantitative or

qualitative data from a large number of stakeholders by using a predefined set of questions or

statements. A survey can help the BA to measure the level of satisfaction, agreement, or importance

of the stakeholders, to identify the trends and patterns of the data, and to support decision making

and prioritization, but it does not help the BA to obtain a resolution on the impact of the

requirement changes. Reference: BABOK Guide v3, Chapter 10: Techniques, Section 10.53:

Workshops, p. 570-572; Section 10.24: Focus Groups, p. 532-533; Section 10.25: Interviews, p. 534-

536; Section 10.46: Surveys or Questionnaires, p. 560-562.

The possible reason why the solutions’ team was unable to accurately assess the merits of each of

the proposed solutions is that the requirements and design options were not detailed enough. This

means that the requirements and design options did not provide sufficient information, clarity, or

specificity for the solutions’ team to understand, evaluate, and compare the different approaches for

implementing the feature. The lack of detail may also lead to ambiguity, inconsistency, or

incompleteness in the requirements and design options, which can affect the quality and feasibility

of the solutions. The BA should ensure that the requirements and design options are detailed enough

to meet the needs and expectations of the stakeholders, and to support the decision making and

implementation processes. Requirements are not allocated to solution components, too many

approaches are dividing the team, or business needs are unclear to the team are not the best options

for the possible reason, because they are either irrelevant, inaccurate, or not the root cause of the

problem. Reference:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis

and Design Definition, page 280

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 7: Requirements Analysis

and Design Definition, section 7.5: Specify and Model Requirements, page 133

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 7:

Requirements Analysis and Design Definition, page 280

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. Reference:

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

A formal review with the stakeholders is a way to validate the elicitation results and ensure that

nothing is missed or misunderstood. The review can also help to build trust and confidence among

the stakeholders and the BA. The other options are not directly related to addressing the sponsor’s

concerns. Reference: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5:

Elicitation and Collaboration, p. 173-174; [A Guide to the Business Analysis Body of Knowledge

(BABOK Guide), Version 3], Chapter 4: Elicitation and Collaboration, Section 4.4: Confirm Elicitation

Results, p. 107-108.

According to Herzberg’s two-factor theory of motivation, there are two sets of factors that influence

job satisfaction: hygiene factors and motivators. Hygiene factors are those job factors that are

essential for existence of motivation at workplace, but do not lead to positive satisfaction for long-

term. They are also called dissatisfiers or maintenance factors, as they are required to avoid

dissatisfaction. Hygiene factors include pay, company policies, fringe benefits, physical working

conditions, status, interpersonal relations, and job security. Motivators are those factors that yield

positive satisfaction and enhance motivation. They are inherent to work and relate to self-growth

and self-actualization. Motivators include recognition, sense of achievement, growth, responsibility,

and advancement. The chance to excel is a motivator, not a hygiene factor, according to Herzberg’s

theory. Reference: Herzberg’s Two-Factor Theory Of Motivation-Hygiene - Simply

Psychology; Herzberg’s Two-Factor Theory of Motivation - Management Study Guide; Two-factor

theory - Wikipedia

The BA needs to consider metrics and key performance indicators (KPIs) when using basic statistical

sampling concepts to measure the objective of a solution implemented. Metrics and KPIs are

quantitative measures that are used to evaluate the performance, progress, and value of a solution,

process, or activity. They can help the BA to determine if the solution is meeting the expected

outcomes and benefits, and to identify any gaps, issues, or opportunities for improvement. Metrics

and KPIs can also help the BA to communicate the results and impact of the solution to the

stakeholders and the organization. Some examples of metrics and KPIs that can be used to measure

the objective of increasing the number of customer calls resolved per hour are: average call duration,

first call resolution rate, customer satisfaction score, and call resolution efficiency. Frequency and

timing, financial analysis, and benchmarking and market analysis are not the best options to consider

when using basic statistical sampling concepts, because they are either too general, too specific, or

not directly related to the objective of the solution. Reference:

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

page 337

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation,

section 8.2: Analyze Performance Measures, page 153

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 337

The question asks about the time required to achieve the desired sales and retention goals, given the

current rate of increase. To answer this question, we need to use the formula for compound growth

rate, which is:

Final value = Initial value x (1 + Growth rate) ^ Number of periods

We can apply this formula to both sales and retention, using the given values and solving for the

number of periods. For sales, we have:

1.15 = 1 x (1 + 0.06) ^ Number of periods

Taking the natural logarithm of both sides, we get:

ln(1.15) = ln(1 + 0.06) x Number of periods

Dividing by ln(1 + 0.06), we get:

Number of periods = ln(1.15) / ln(1 + 0.06)

Using a calculator, we get:

Number of periods = 2.29

Since each period is six months, we multiply by 6 to get the number of months:

Number of months = 2.29 x 6

Number of months = 13.74

Rounding up to the nearest whole number, we get:

Number of months = 14

Therefore, it will take 14 months, or about 18 months, to achieve the sales goal.

For retention, we have:

1.1 = 1 x (1 + 0.05) ^ Number of periods

Repeating the same steps as above, we get:

Number of periods = ln(1.1) / ln(1 + 0.05)

Number of periods = 1.86

Number of months = 1.86 x 6

Number of months = 11.16

Rounding up to the nearest whole number, we get:

Number of months = 12

Therefore, it will take 12 months, or 1 year, to achieve the retention goal.

Reference:

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

Compound Growth Rate Calculator

A Gantt chart is a graphical tool that represents the duration of activities against a calendar. It shows

the start and end dates, dependencies, and progress of each activity in a project. A Gantt chart can

help project managers to plan, schedule, monitor, and control the project activities. It can also help

to identify the critical path, which is the longest sequence of activities that determines the minimum

time required to complete the project. Reference:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, page 47

What Is a Gantt Chart? | Definition & Examples | APM

Activity Duration Estimates: Definition, Importance and Techniques - Indeed, under What are activity

duration estimates?

The sorting stage should be assessed as the most likely to increase process inefficiencies, because it

is a manual, error-prone, and time-consuming task that depends on the operator’s accuracy and

speed. The sorting stage requires the operator to read the printed address on each package and

place it in the correct delivery box, which may involve multiple steps, movements, and decisions. The

sorting stage may also introduce delays, bottlenecks, or rework if the operator makes mistakes or

cannot keep up with the volume of packages. The loading, packaging, and printing stages are less

likely to increase process inefficiencies, because they are either automated or simpler tasks that

involve fewer steps, movements, and decisions. The loading stage only requires the operator to load

100 cards after an alarm is raised, which is a straightforward and infrequent task. The packaging and

printing stages are automated and do not require any human intervention, which reduces the risk of

errors and delays. Reference:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Strategy Analysis, page

248

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 5: Strategy Analysis, section

5.2: Analyze Current State, page 95

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 6: Strategy

Analysis, page 248