CBAP IIBA Certified Business Analysis Professional Free Practice Exam Questions (2025 Updated)

The other dimension that the feasibility analysis and the resource analysis should indicate is the timeline for instituting the change. The timeline is the schedule or plan that specifies the start and end dates, the milestones, the dependencies, and the deliverables for the change initiative. The timeline helps to estimate the duration, effort, and cost of the change, as well as to monitor and control the progress and performance of the change. The timeline also helps to communicate the expectations and commitments of the stakeholders and the change agents, and to manage the risks and issues that may arise during the change. The other options are not the other dimensions that the analysis should indicate, as they are either part of the existing or required resources, or the outcomes or agreements of the change. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 5: Strategy Analysis, Section 5.3: Define Change Strategy, p. 215-216

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 5: Strategy Analysis, Section 5.3: Define Change Strategy, p. 114-115

 The BA should consider including the priority of each requirement in the project requirements document. The priority is the relative importance or urgency of a requirement in relation to other requirements, based on the value, risk, or dependency of the requirement. By assigning a priority to each requirement, the BA can ensure that the requirements are delivered according to the customer expectations and the project constraints, such as time, budget, and scope. The priority can also help to manage changes, resolve conflicts, and allocate resources for the requirements. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 255-256

A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide), Version 3, Chapter 6: Requirements Analysis and Design Definition, Section 6.3: Prioritize Requirements, p. 155-156

 A concept model is a visual representation of the business concepts and their relationships. It helps to clarify the meaning of the terms and concepts used in the requirements. However, different stakeholders may have different levels of understanding and interest in the concept model, depending on their roles and perspectives. Therefore, the BA should use an appropriate level of abstraction to support differing viewports, which are views of the same model that focus on different aspects or levels of detail. This way, the BA can tailor the presentation of the concept model to suit the needs and expectations of each stakeholder group, and help them understand the impacts to their respective daily tasks. References: BABOK Guide v3, p. 112-113; CBAP/CCBA Study Guide, p. 140-141.

 A focus group is a technique that helps to elicit the opinions, preferences, and feedback of a group of stakeholders about a specific topic, such as a prototype of a new web-based application. A focus group is facilitated by a moderator who guides the discussion and encourages the participants to share their views and experiences. A focus group can help the BA to understand the stakeholders’ perception, ideas, and attitudes about the prototypes, and to identify any issues, gaps, or improvements. A decision analysis is a technique that helps to evaluate and compare the possible outcomes of different alternatives using criteria such as costs, benefits, risks, and impacts. A decision analysis can help the BA to select the best solution option, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. A prioritization is a technique that helps to rank the requirements or solution options based on their relative importance, urgency, value, or dependency. A prioritization can help the BA to determine the optimal scope and sequence of the solution delivery, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. A brainstorming is a technique that helps to generate a large number of ideas or solutions in a short time by encouraging the participants to think creatively and freely. A brainstorming can help the BA to explore different possibilities and perspectives, but it does not elicit the stakeholders’ perception, ideas, and attitudes about the prototypes. References: BABOK Guide v3, Chapter 10: Techniques, Section 10.24: Focus Groups, p. 532-533; Section 10.16: Decision Analysis, p. 518-520; Section 10.38: Prioritization, p. 550-552; Section 10.7: Brainstorming, p. 503-504.

 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, preferences, 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. References: 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.

Relaying upper management support to stakeholders is a way to reduce employee discontent and resistance to change. This can help the employees feel more confident and secure about the change initiative, as they perceive that the leaders are committed and supportive of the change. It can also help the employees understand the vision and goals of the change, and how it aligns with the organizational strategy and values. By communicating the benefits and rationale of the change, and addressing the concerns and fears of the employees, the BA can foster a positive and collaborative attitude towards the change among the stakeholders. References:

Emotional Reactions to Change in the Workplace, CMI

Reactions to Change in an Organization, Wonder

IIBA BABOK Guide, Section 5.5, Assess Organizational Readiness

Based on the table in the image, the total cost of upgrading system A with the first 8 features is $3.5 million, which is equal to the budget for the initiative. This option would also allow the company to retain the system that is preferred by the claim processors and has more flexibility to be modified. The other options would either exceed the budget or compromise the functionality and usability of the system. Therefore, upgrading system A with the first 8 features is a feasible solution to make sure the project stays within budget. References:

IIBA BABOK Guide, Section 10.23, Decision Analysis

Cost Benefit Analysis: An Expert Guide, Smartsheet

How to Choose the Right Software Vendor, CIO

 A cultural assessment is a process of evaluating the current state of the enterprise culture and how well it aligns with the goals and values of the organization. It can help the BA understand the expectations, experiences, philosophies, and behaviors that guide the stakeholders in the organization. By conducting a cultural assessment, the BA can identify the potential impacts of the solution change on the organizational culture and vice versa. The BA can also use the assessment results to plan for effective change management and stakeholder engagement strategies. References:

IIBA BABOK Guide, Section 3.5.2, Enterprise Culture Assessment

Cultural Assessments: What They Are and How To Conduct One, Indeed.com

Culture Assessment: Definition, Framework, Types of Culture and Questions, QuestionPro.com

A change request is not one of the three inputs the business analyst will use as he prepares for requirements elicitation. A change request is a document that proposes a modification to the project scope, schedule, budget, or quality after the project has been initiated. A change request is usually submitted by a stakeholder who wants to add, remove, or change a requirement or a feature of the project. A change request is not an input for preparing for requirements elicitation, but rather an output of the requirements management process12.

The other options are the three inputs the business analyst will use as he prepares for requirements elicitation. They are3:

Solution scope: The solution scope defines the boundaries and features of the solution that will address the business need. It helps the business analyst to focus on the relevant requirements and to avoid scope creep.

Business need: The business need is the problem or opportunity that the project aims to solve or exploit. It aligns with the strategic goals and vision of the organization. It helps the business analyst to understand the purpose and value of the project and to elicit the stakeholder needs and expectations.

Stakeholder list: The stakeholder list identifies and categorizes the people or groups who have an interest or influence in the project. It helps the business analyst to plan the appropriate elicitation techniques, communication methods, and stakeholder engagement strategies.

References:

Change Request - IIBA®

Change Request - PMI

Prepare for Elicitation - IIBA®

Problem tracking is not a technique for conducting elicitation, but rather a technique for managing requirements. Problem tracking is used to identify, document, and resolve issues that arise during the business analysis process. Problem tracking helps to ensure the quality and validity of the requirements and the solutions. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, p. 177

BABOK® Guide, Section 4.2: Conduct Elicitation, p. 106-107

BABOK® Guide, Section 4.6: Manage Requirements, p. 121-122

The specify and model requirements process is the process of defining and describing the requirements in detail and representing them in different formats, such as textual, graphical, or mathematical. The primary purpose of this process is to analyze the functioning of an organization and to provide an insight into opportunities for improvement. By specifying and modeling the requirements, the business analyst can identify the gaps, issues, and needs of the organization and its stakeholders, and propose solutions that can address them. The specify and model requirements process also helps to communicate, validate, and verify the requirements with the stakeholders and ensure that they are aligned with the business goals and objectives. References:

BABOK® Guide, p. 50-51

CBAP / CCBA Certified Business Analysis Study Guide, p. 153-154

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

 A procurement document is a document that is used to solicit proposals or quotations from potential suppliers or vendors of products or services for a project. A procurement document describes the problem or need, the desired solution, the evaluation criteria, and the contractual terms and conditions. A procurement document can be a request for proposal (RFP), a request for quote (RFQ), a request for information (RFI), or an invitation for bid (IFB). An invitation for bid (IFB) is a type of procurement document that is used to request bids from prospective sellers of products or services. An IFB describes the specifications, quantity, quality, and delivery schedule of the products or services. An IFB invites sellers to submit a sealed bid that indicates the cost of providing the products or services. An IFB is used when the buyer has a well-defined or standard problem or need, and wants to select the lowest bidder among the qualified sellers123. A project work breakdown structure (WBS) is not a procurement document, but a project management document. A WBS is a hierarchical decomposition of the project scope into smaller and manageable components. A WBS defines the deliverables, activities, and tasks that are required to complete the project4. A project charter is not a procurement document, but a project management document. A project charter is a document that formally authorizes the initiation of a project. A project charter defines the purpose, objectives, scope, assumptions, constraints, risks, stakeholders, roles, responsibilities, and authority of the project. A vision document is not a procurement document, but a business analysis document. A vision document is a document that describes the desired future state of a solution. A vision document defines the goals, benefits, features, and scope of the solution. References: CBAP® Handbook, CBAP® Exam Prep Study Guide, Project Management Institute, Project Work Breakdown Structure, [Project Charter], [Vision Document]

A schedule variance report is a report that shows the difference between the planned and actual schedule of a project. It indicates whether the project is ahead of, on, or behind schedule, and by how much. It also identifies the causes of the schedule variance and the corrective actions needed to bring the project back on track. A status report is a report that provides an overview of the current state of the project, including the scope, schedule, cost, quality, risks, issues, and deliverables. A delay report is a report that documents the reasons for a delay in the project, the impact of the delay, and the mitigation strategies to minimize the delay. A cost variance report is a report that shows the difference between the planned and actual cost of a project. It indicates whether the project is under or over budget, and by how much. It also identifies the causes of the cost variance and the corrective actions needed to control the project cost. References: CBAP® Handbook, CBAP® Exam Prep Study Guide, Project Management Institute

 According to the BABOK® Guide, one of the tasks of defining the business need is to review the requirements stated documentation and ensure that it reflects the actual business requirements, not a description of the solutions. This is important because the business need should be based on the underlying problem or opportunity, not on a predetermined solution. The other options are not relevant to this task. References: BABOK® Guide, v3, p. 30; CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, p. 36.

A model is a simplified representation of a complex reality that is useful for understanding that reality and making decisions regarding it. A model can describe a situation or problem, define boundaries for the business domain, describe thought processes and action flows, and other aspects of the requirements. However, a model cannot define the resources that will be needed on the project team, as this is not part of the requirements but rather part of the project management plan. References: BABOK Guide v3, page 123; CBAP/CCBA Study Guide, page 181.

A class model is a technique to represent the structure and behavior of the entities within a solution domain. It shows the attributes, operations, and relationships of the classes that define the entities. A class is a category or type of entity that has common characteristics and can perform certain functions. A class model helps to identify the entities, their properties, their behaviors, and their interactions for a solution. Entity Relationship is a technique to represent the data and information requirements of a solution. It shows the entities, attributes, and relationships of the data and information. An entity is a thing or object of interest that can be uniquely identified and has attributes that describe its properties. An entity relationship model helps to identify the data and information, their characteristics, their associations, and their constraints for a solution. Data dictionary is a technique to define and document the data and information elements of a solution. It provides a detailed description of each data and information element, such as its name, definition, format, type, source, owner, and usage. A data dictionary helps to standardize and clarify the data and information, their meaning, their structure, and their quality for a solution. CRUD matrix is a technique to analyze the alignment of the data and information elements with the business processes or functions of a solution. It shows the data and information elements and the business processes or functions that create, read, update, or delete them. A CRUD matrix helps to identify the data and information, their lifecycle, their dependencies, and their gaps for a solution. References: Class Model - iiba.org, Entity Relationship - iiba.org, Data Dictionary - iiba.org, CRUD Matrix - iiba.org

Risky requirements are those that have a high probability of causing problems or failures in the project. By addressing them early in the prioritization, the project team can identify and resolve any issues before they affect the rest of the requirements or the project deliverables. This way, the project can avoid rework, delays, and cost overruns that may result from risky requirements. References: CBAP / CCBA Certified Business Analysis Study Guide, Chapter 6: Requirements Analysis, page 203. Certified Business Analysis Professional (CBAP®) Handbook, page 6.

A bidders conference is a meeting that brings all of the potential vendors together to discuss the statement of work and the request for proposal. A bidders conference is an opportunity for the soliciting organization to clarify any questions or issues regarding the project, the requirements, the evaluation criteria, and the procurement process. A bidders conference also allows the potential vendors to network with each other and explore possible partnerships or subcontracting opportunities. A bidders conference is different from a contract bidding meeting, which is a meeting where the soliciting organization evaluates and selects the winning vendor. A bidders conference is also different from a status meeting, which is a meeting that provides updates on the progress and performance of a project. A bidders conference is not a qualified vendors meeting, which is a meeting that pre-qualifies vendors based on their capabilities and experience. References:

RFP: A Quick Guide to Request for Proposals (Templates Included), paragraph 8

How to Write a Statement of Work for Any Industry | Smartsheet, paragraph 9

50+ SAMPLE Vendor Request for Proposal in PDF, paragraph 3

The Ultimate RFP Guide: Steps, Guidelines & Template for Requests for …, paragraph 5

 A business case is a document that provides justification for undertaking a project, programme or portfolio. It evaluates the benefit, cost and risk of alternative options and provides a rationale for the preferred solution. The purpose of the business case is to communicate the value of the solution to the organization and help the decision-makers decide whether to approve the project or not. The business case should include the following elements:

Executive summary: A brief overview of the problem, opportunity, solution, benefits, costs, risks and recommendations.

Introduction: A description of the background, context, scope and objectives of the project.

Analysis: A detailed analysis of the current state, future state, gap, options, criteria, assumptions and constraints.

Evaluation: A comparison of the options based on the criteria, such as financial, strategic, operational, technical, social and environmental factors.

Recommendation: A clear statement of the preferred option and the reasons for choosing it over the others.

Implementation: A description of the implementation plan, including the schedule, resources, roles, responsibilities, governance, change management and risk management.

Appendices: Any supporting information, such as data, calculations, charts, diagrams, references, etc.

References:

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Business Analysis Planning and Monitoring, Section 3.4: Plan Business Analysis Approach, Task 3.4.3: Define Business Analysis Process, Technique 3.4.3.1: Decision Analysis, p. 66-67.

What is business case? | APM

How to Write a Business Case: Template & Examples | Adobe Workfront