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IIBA CBAP Exam Reference

CBAP/ CCBA Certified Business Analysis Study Guide 2nd Edition by Susan Weese and Terri Wagner

It is a great study guide for business analysts who are preparing for the CBAP test. It contains the real-world scenarios that help you align your existing experience with BABOK, tips, and tricks. In a similar vein, it has a solid mapping that gives you a solid framework for success in the exam. Thus, through this book, you will get into an interactive learning environment and get the in-depth understanding of how to do strategy analysis. In addition, you can master the core business analysis competencies and ace the CBAP exam. Moreover, you’ll get access to the Sybex learning environment, stuffed with review questions, 4 practice tests, and electronic flashcards. Thus, you’ll hone your skills to provide the best solutions that meet customer’s needs and work effectively as the Business Analyst in the company you’ll be hired. In light of this, you can maximize your study time and get knowledge about CBAP by acquiring information from this edition.

IIBA Cetified business analysis professional (CBAP) appliaction Sample Questions (Q66-Q71):

NEW QUESTION # 66
Which of the following represents the duration of activities against a calendar?

• A. Gantt chart
• B. Scatter chart
• C. Pareto chart
• D. Pie chart

Answer: A
NEW QUESTION # 67
Which of the following process groups occurs at the beginning of the project?

• A. Initiating
• B. Controlling and Monitoring
• C. Closing
• D. Executing
• E. Planning

Answer: A Explanation:
Section: Volume C
Explanation/Reference:
NEW QUESTION # 68
An online stock trading system is under implementation.
Which of the following events can be considered as a trigger for re-prioritization?

• A. A new initial public offering in the stock market is introduced
• B. A team member has left the project and is being replaced
• C. Further dependencies among solution components are uncovered
• D. Number of reported quality defects is growing through phases

Answer: C
NEW QUESTION # 69
A national branch of a global company is struggling to improve business processes of its Public and Government Affairs (PGA) department. To work with external stakeholders effectively, PGA employees need to collect, manage, and exchange a vast amount of information. Complex cases involve collaboration of many employees from different departments. The ability to share information and to coordinate corresponding activities is crucial for the company's growth plans. Their current tools and practices do not serve the purpose well. The existing system, which was deployed a couple of years ago, has only a few active users. The majority of PGA employees avoid using it because the system is hard to use and lacks needed functionality. Consequently, available information is mostly unstructured and stored either locally or on a shared network drive. Some of the information exists only in a paper form.
The branch's PGA head, who sponsors the project, wants to implement a configurable solution that two other branches successfully deployed several months ago. Both deployments were done by three solution consultants, who will be available to assist in the project. They will be responsible for tailoring the solution to PGA needs, as well as for training the PGA staff. With their help, the sponsor plans to complete the project in approximately three months.
The solution consultants reside in another country 7 hours ahead of the rest of the project team. They will be available part-time, but are planning two one-week long trips to the PGA central office to conduct initial training and to participate in the final deployment of the system into production. The consultants, in turn, expect a business analyst (BA) to assist in collecting necessary data and defining customization requirements.
The solution consultants have composed a set of as-is solution documents. A spreadsheet contains a catalog of brief definitions of all requirements with priorities assigned to them. A separate document explains data models and user interfaces. For the new and changed requirements, the BA wants to capture additional attributes such as the source, reason, complexity, and priority of change. Some of these requirements can be reused in other work.
How should information for these requirements be managed?

• A. Rewrite requirements independent of the solution design
• B. Add the attributes to the original requirements catalog and change requirements
• C. Enter the information in the company's change management system
• D. Create a new workbook of requirements with necessary attributes

Answer: D
NEW QUESTION # 70
A software development company is in the process of creating a new product for their customer base. It has been several years since such a project has been initiated and the organization has created a new team to own and develop the product. The project team will be evaluated by the successful adoption of the product, which will be developed over the next 12 months.
The team's business analyst (BA) has analyzed the current state in partnership with the product owner and has been meeting with senior management to identify the goals that need to be attained. A broad view of the business has been analyzed in order to have an understanding of how the company is currently providing value to its customer base.
What has the BA evaluated to help determine value of the project?

• A. Change strategy
• B. Business architecture
• C. External influencers
• D. Internal assets

Answer: D
NEW QUESTION # 71
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