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

One of the possible reasons for the disagreement among the stakeholders is that they have different interpretations of the requirements, which may lead to conflicting expectations, assumptions, and preferences. The BA should use various techniques to elicit, analyze, validate, and communicate the requirements clearly and consistently to all the stakeholders, and to resolve any ambiguities or discrepancies. The BA should also ensure that the requirements align with the business need and the solution scope that were formally approved by the stakeholders at the beginning of the project.

 A Pareto diagram is a type of chart that displays the frequency of problems or causes in a process in descending order by bars, and the cumulative percentage of the total number of problems or causes by a line. The Pareto diagram helps to identify the most significant defects or issues that need to be prioritized for improvement. It is based on the Pareto principle, which states that 80% of the problems are caused by 20% of the causes. A Pareto diagram is one of the seven basic quality tools that are widely used in quality management and process improvement. References:

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

What Are the 7 Basic Quality Tools? | Lucidchart Blog, under 7 quality tools

What is a Pareto Chart? Analysis & Diagram | ASQ

The planning stage of a project defines the number of risks and opportunities, including intense planning and anticipation of risk events. The planning stage is the process of establishing the scope, objectives, approach, and deliverables of the project. It involves defining the project requirements, assumptions, constraints, and dependencies. It also involves developing the project management plan, which includes the subsidiary plans for scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder management. The planning stage helps to identify and analyze the risks and opportunities that may affect the project, and to plan the appropriate responses and strategies to address them. The planning stage also helps to align the expectations and involvement of the project stakeholders, and to obtain their approval and commitment for the project12. The executing stage of a project is the process of performing the work and producing the deliverables of the project. It involves implementing the project management plan, managing the project resources, executing the project activities and tasks, and creating the project outputs and outcomes. The executing stage helps to monitor and control the risks and opportunities that occur during the project, and to implement the planned responses and strategies to deal with them. The executing stage also helps to communicate and collaborate with the project stakeholders, and to manage their expectations and satisfaction12. The initiation stage of a project is the process of authorizing and launching the project. It involves identifying the problem or opportunity that the project intends to address, and defining the purpose, objectives, scope, and justification of the project. It also involves developing the project charter, which is a document that formally approves and initiates the project. The initiation stage helps to identify and assess the high-level risks and opportunities that are associated with the project, and to determine the feasibility and viability of the project. The initiation stage also helps to identify and engage the key project stakeholders, and to obtain their support and endorsement for the project12. The closing stage of a project is the process of finalizing and terminating the project. It involves verifying and validating the project deliverables, evaluating and documenting the project performance, and closing the project contracts and accounts. It also involves developing the project closure report, which is a document that summarizes and communicates the project results and lessons learned. The closing stage helps to identify and resolve the remaining risks and opportunities that are related to the project, and to ensure the project objectives and benefits are achieved. The closing stage also helps to acknowledge and appreciate the project stakeholders, and to transfer the project ownership and responsibility to the customer or sponsor12. References: CBAP® Handbook, Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition

 A requirement attribute is a characteristic or property of a requirement that provides additional information about it. Requirement attributes can help to manage, prioritize, trace, and verify the requirements. Some common requirement attributes are source, priority, status, owner, version, etc. One of the qualities of a good requirement is that it should be unambiguous, which means that it should have only one possible interpretation and avoid any confusion or misunderstanding. An unambiguous requirement is clear, precise, and consistent, and it can be easily verified and validated. An ambiguous requirement, on the other hand, can lead to errors, defects, rework, and conflicts among the stakeholders. References:

Characteristics of Effective Software Requirements and Software Requirements Specifications (SRS) - Jama Software, under Qualities of Good Requirements

The Four Attributes of High-Quality Requirements - ArgonDigital, paragraph 1

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

The BA can alleviate the concerns of the stakeholders in domain 2 by presenting a model applicable for them. A model is a representation of a concept or system that is used to communicate, analyze, or design. A model can help the BA to convey complex or abstract information in a clear and concise way, using the appropriate level of detail, notation, and terminology for the audience. A model can also help the BA to elicit feedback, validate understanding, and resolve issues or conflicts. A survey, an estimation, or a backlog are not the best options to alleviate the concerns of the stakeholders in domain 2, because they are either too general, too specific, or too technical, and they do not address the root cause of the problem, which is the lack of clarity and relevance of the presentation. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 7: Requirements Analysis and Design Definition, page 279

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 279

The lessons learned document is a document that captures and documents the successes, opportunities for improvement, failures, and recommendations for improving the performance of future projects or project phases. The lessons learned document is updated throughout the project lifecycle, not just at a specific phase. Updating the lessons learned document throughout the project lifecycle helps to ensure that the valuable knowledge and experience gained from the project are recorded, shared, and applied in a timely and effective manner. It also helps to avoid repeating the same mistakes or missing the same opportunities in the current or future projects1. The lessons learned document is updated at the end of each project phase or iteration, or whenever a significant event or change occurs in the project. The lessons learned document is also reviewed and finalized at the end of the project, as part of the project closure process23. References:

CBAP® Handbook

Business Analysis Body of Knowledge (BABOK® Guide) - Version 3, section 7.6 Manage Project Closure

Lessons Learned - iiba.org

The waterfall software development life cycle is a methodology that divides the project into phases, and the project manager focuses on control of time, cost, and scope. The waterfall model is a linear and sequential approach that follows a predefined set of steps from the initiation to the closure of the project. The waterfall model assumes that the requirements, scope, and design of the project are clear and stable, and that each phase can be completed before moving to the next one. The waterfall model helps to ensure that the project deliverables meet the quality standards and specifications, and that the project is completed within the budget and schedule12. The spiral software development life cycle is a methodology that combines the iterative and incremental approach with the risk management and prototyping techniques. The spiral model is a cyclical and evolutionary approach that follows a series of loops or iterations from the planning to the deployment of the project. The spiral model assumes that the requirements, scope, and design of the project are dynamic and complex, and that each iteration can be refined and improved based on the feedback and learning from the previous ones. The spiral model helps to identify and mitigate the risks and uncertainties of the project, and to deliver a functional and adaptable product13. The agile software development life cycle is a methodology that emphasizes the collaboration, communication, and flexibility among the project stakeholders. The agile model is an adaptive and iterative approach that follows a series of short and frequent cycles or sprints from the conception to the delivery of the project. The agile model assumes that the requirements, scope, and design of the project are emergent and changing, and that each sprint can deliver a working and valuable product increment. The agile model helps to respond to the changes and feedback of the project, and to maximize the customer satisfaction and value14. The incremental software development life cycle is a methodology that breaks down the project into smaller and manageable chunks or modules. The incremental model is a progressive and modular approach that follows a series of steps from the analysis to the implementation of each module of the project. The incremental model assumes that the requirements, scope, and design of the project are partially known and defined, and that each module can be developed and delivered independently. The incremental model helps to reduce the complexity and risk of the project, and to provide a gradual and continuous delivery of the product15. References:

CBAP® Handbook

Waterfall Model - iiba.org

Spiral Model - iiba.org

Agile Model - iiba.org

Incremental Model - iiba.org

The business process model is also known as the activity model. It is a graphical representation that captures all of the activities within a business, the inputs and outputs of each activity, and the required resources to complete each activity. It shows the sequence, dependencies, roles, and responsibilities of the activities, as well as the information and materials that flow between them. A business process model can help to document, analyze, improve, and automate the business processes that deliver value to the customers and stakeholders. A business process model can also help to align the business and IT strategies, and to identify the gaps and opportunities for innovation. References:

Business Process Modeling: Definition, Benefits, and Examples - Kissflow, paragraph 1

Business process modeling - Wikipedia, paragraph 1

The business process model is also known as - VCEguide.com, answer B

The elicitation scope defines the boundaries of the elicitation activity and ensures that the BA and the stakeholders focus on the relevant information and avoid unnecessary details or tangential points. The elicitation scope helps the BA to communicate the purpose, objectives, and expected outcomes of the elicitation activity to the stakeholders, and to manage their expectations and participation. The elicitation scope is influenced by the business domain, corporate culture, group dynamics, and expected outputs, as these factors affect the type and level of information that is needed and available for the project. References:

BABOK Guide v3, Section 4.1.1: Prepare for Elicitation - Inputs1

Preparing for elicitation – The Functional BA2

What Is Elicitation: Top Requirement Elicitation Techniques for 20243

The relationship between F1 and F2 is that they are mutually exclusive and dependent features. This means that the customer can only choose one of them, and the choice depends on their charging needs. If the customer wants to have their mobile device fully charged, they will select F1. If the customer only wants to have their mobile device partially charged, they will select F2 and specify the amount of charge they need. The customer cannot select both F1 and F2 at the same time, nor can they select neither of them. Therefore, F1 and F2 depend on each other and on the customer’s preference. References:

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

Business Analysis Professional Resources | IIBA®, under Business Analysis Body of Knowledge (BABOK ®) Guide

Requirements Relationships - Business Analyst Learnings, under Mutually Exclusive Relationship

 A formal approach is suitable for a project that has a high level of complexity, uncertainty, and risk, as well as a high degree of stakeholder involvement and scrutiny. A project to expand into new markets is likely to have these characteristics, especially in the banking industry, which is highly regulated and competitive. A formal approach would help ensure that the project scope, objectives, and requirements are clearly defined, communicated, and approved by the relevant stakeholders, such as the CEO and the CFO. A formal approach would also provide more control and traceability over the project deliverables and changes, as well as more visibility and accountability for the project progress and outcomes. References: CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 59; Business Analysis Body of Knowledge (BABOK ®) Guide, Chapter 2: Business Analysis Planning and Monitoring, section 2.1.4: Selecting the Business Analysis Approach, pages 28-29.

 The timing and frequency of collaboration are aspects that should be taken into account when working on a stakeholder collaboration plan. This is because the timing and frequency of collaboration affect the availability, engagement, and satisfaction of the stakeholders, as well as the quality and efficiency of the business analysis work. The BA should consider the stakeholder preferences, expectations, and constraints, as well as the project schedule, scope, and complexity, when determining the optimal timing and frequency of collaboration. The BA should also ensure that the collaboration activities are aligned with the business analysis plan and the stakeholder communication plan. Collaboration skills of BA, solution design, or business governance plan are not the best options for the aspects that should be taken into account, because they are either irrelevant, inaccurate, or not the root cause of the problem. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 167

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 4: Elicitation and Collaboration, section 4.2: Conduct Elicitation, page 77

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 4: Elicitation and Collaboration, page 167

Decision analysis is a technique for identifying and evaluating the possible options for a given problem or situation. It involves defining the criteria, alternatives, and consequences of each option, and applying a decision-making method to select the best option12. Decision analysis can be used for assessing and recommending solutions that fit an organization’s need for a new third-party sales tool, as it can help to compare the features, benefits, costs, and risks of different vendors or products. The other options are not techniques for identifying suitable options, but rather tools or methods for other purposes. A balanced scorecard is a tool for measuring and managing the performance of an organization or a solution3. A vendor assessment is a method for evaluating the capabilities and suitability of a potential vendor or supplier4. A process analysis is a technique for understanding and improving the current or future state of a business process

 A sign-off is the formal acceptance of the project by the stakeholders, indicating that they agree that the project has met the requirements and delivered the expected value. A project review is an evaluation of the project performance and outcomes, but it does not necessarily imply acceptance. Risk assessment is a process of identifying and analyzing potential threats and opportunities that may affect the project. Inspection trend analysis is a technique of monitoring the quality of the project deliverables by comparing the results of inspections over time. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 10, page 367

BABOK® Guide, Section 7.6, page 294

The BA should inform the stakeholders that the regulatory requirement takes precedence over other requirements, because it is a mandatory constraint that must be satisfied by the solution. The BA should explain the rationale and implications of the regulatory requirement, and how it affects the other requirements and the solution scope. The BA should also seek to resolve any conflicts or issues that may arise from the stakeholders, and ensure that they understand and accept the priority of the regulatory requirement. Measuring the value of the other requirements against the penalty of not meeting the regulatory requirement, comparing the regulatory requirement to the recommended solution, or determining a means to work around the regulatory requirement are not the best options, because they do not address the root cause of the problem and may result in non-compliance, legal liability, or stakeholder dissatisfaction. References:

CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 3: Requirements Life Cycle Management, page 122

Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 3: Requirements Life Cycle Management, section 3.5: Prioritize Requirements, page 62

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 3: Requirements Life Cycle Management, page 122

A work breakdown structure (WBS) is a visual decomposition of the program scope and the resources needed in order to create the things defined within the program scope. A WBS is a hierarchical representation of the deliverables, activities, and tasks that are required to complete the program. A WBS defines the scope, schedule, cost, and quality of the program, and helps to allocate the resources and assign the responsibilities for the program. A WBS also helps to identify the dependencies, risks, and issues of the program, and to monitor and control the program performance12. A resource breakdown structure (RBS) is a visual decomposition of the resources that are needed to complete the program. An RBS is a hierarchical representation of the human and non-human resources that are required to perform the activities and tasks of the program. An RBS defines the types, categories, and quantities of the resources, and helps to estimate, acquire, and manage the resources for the program. An RBS also helps to identify the availability, utilization, and allocation of the resources, and to optimize the resource efficiency and effectiveness13. A product breakdown structure (PBS) is a visual decomposition of the products that are delivered by the program. A PBS is a hierarchical representation of the components and features that make up the products of the program. A PBS defines the scope, quality, and functionality of the products, and helps to design, develop, and test the products for the program. A PBS also helps to identify the requirements, specifications, and standards of the products, and to verify and validate the products14. A budgeted cost of work scheduled (BCWS) is a measure of the planned value of the program. A BCWS is the sum of the budgets for all the work packages and activities that are scheduled to be completed by a given date. A BCWS defines the expected cost of the program, and helps to compare the actual cost and the earned value of the program. A BCWS also helps to identify the cost variance and the cost performance index of the program, and to forecast the cost at completion and the estimate at completion1 . References:

CBAP® Handbook

Work Breakdown Structure - iiba.org

Resource Breakdown Structure - iiba.org

Product Breakdown Structure - iiba.org

[Budgeted Cost of Work Scheduled - iiba.org]

Variance analysis is the process of comparing the planned project results with the actual project results and identifying the causes and impacts of any deviations. Variance analysis helps project managers to monitor and control the project performance, identify and mitigate risks, and implement corrective actions or changes if needed. Variance analysis can be applied to various aspects of the project, such as scope, schedule, cost, quality, and resources. References:

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, Chapter 4.5.3, p. 123

Planned vs. Actual Progress Explained - SmartPM

A trigger for re-prioritization is an event or a change that affects the relative importance or urgency of the project’s requirements or deliverables1. A new initial public offering (IPO) in the stock market is an example of such an event, as it may create new opportunities or threats for the online stock trading system and its stakeholders. The project team may need to re-prioritize the requirements or deliverables to align with the new market conditions and stakeholder expectations. The other options are not triggers for re-prioritization, but rather project issues or risks that need to be managed or mitigated. References: 1

The solution owner is the person or group who is accountable for the delivery and approval of a specific solution. The solution owner is responsible for approving the project scope statement, phase gate reviews, solution validations, scope changes, and project success criteria. The solution owner may also be involved in other aspects of the project, such as defining the business need, prioritizing requirements, and providing feedback. The solution owner is usually a senior-level stakeholder who has the authority and influence to make decisions and allocate resources for the project. The solution owner may delegate some of the approval tasks to other stakeholders, but ultimately remains accountable for the solution. References: IIBA BABOK Guide v3, section 2.2.2.3, page 24; CBAP Sample Questions, question 227.