CBAP® V3 Simulation Test – Set 01 2018

Copyright notice
All rights reserved.

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International Institute of Business Analysis, Canada.

All trademarks of copyrights mentioned herein are the possession

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will ensure passing the CBAP® examination.

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 CBAP® V3 Simulation Test – Set 01 2018

Introduction

As the book title suggests, this book is a sample question bank

for the aspirants of the CBAP® examination from IIBA®, Canada.

We have created multiple question banks to assist CBAP

aspirants.

A full set of questions can be purchased on our site @

http://AdaptiveUS.com/shop/question-bank/

This book is authored by qualified CBAP® trainers who have

helped many other participants clear the CBAP® examination in
the very first attempt. They are also regular trainers for CBAP®
preparations in both corporate and open-hose workshops and have
trained participants across the world – USA, Australia, Middle
East, South East Asia, Europe and Africa.

Now CBAP® examination is based on BABOK® v3.0 and so is this

question bank. This book is also supported by a study guide and
elearning.

The CBAP® study guide and eLearnings can be purchased

http://AdaptiveUS.com/shop/

For the full version of this book, please write to

[email protected]

Feedbacks and suggestions on the book

We will be glad and thankful if you can share your feedbacks and
suggestions on the book. Please send your feedbacks and
suggestions to [email protected]

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 CBAP® V3 Simulation Test – Set 01 2018

CBAP® V3
Simulation
Test 01
Time allotted: 3.5 Hours (210 Minutes)

Best of luck for the examination!

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 CBAP® V3 Simulation Test – Set 01 2018

1. Organization A provides weightages - Must have to get 10 points;

discretionary items are given points ranging from one through nine. Vendor
proposals are ranked against the criteria list. The vendor with the most
points is selected. Techniques used during this process are

A. Vendor assessment, decision analysis, and key performance indicators.

B. Vendor assessment, key performance indicators, and acceptance/evaluation

criteria definition.

C. Decision analysis, structured walkthrough, and functional decomposition.

D. Create a business domain model and schedule a walkthrough or review.

2. Business analyst A is a new business analyst for a re-engineering

project. A needs to choose the initial elicitation technique. A has a large
number of stakeholders located across multiple locations. Business analyst
A's preferred approach will be

A. Interviews.

B. Workshops.

C. Observation.

D. Survey.

3. A is business analyst for Project P. One particular stakeholder is

adding unnecessary requirements and expectations into the go/no go
criteria. What should be A's approach before submitting the requirements
package?

A. Call a meeting with the project sponsor and the SME in question and
layout the assessment of the situation.

B. If A believe the stakeholder will be disruptive to the decision-making

process, do not invite the stakeholder from the decision package review
meeting.

C. Facilitate a brainstorming session among executive team members to deal

with the SME's expectations.

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 CBAP® V3 Simulation Test – Set 01 2018

D. Seek a meeting with the SME to listen carefully the concerns and be able
to reflect them back to the stakeholder.

4. Business analyst A is struggling with how to model requirements in the

best possible way for the project. In particular, the business wants to
allow mortgage applicants the ability to save their application and resume
later in the future if they cannot complete the application in one sitting.
Which technique should A employ to define the accomplishment of this
specific goal?

A. Process modeling.

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 CBAP® V3 Simulation Test – Set 01 2018

B. Goal decomposition.

C. Use cases.

D. Scenarios.

5. Business analyst A is worried about low adoption of the newly deployed

application. The solution comes with many new features compared to the
earlier application. A investigated the reason for the same to be usability
aspects not considered while developing the new application. Business
analyst A should

A. Modify the application for better performance .

B. Modify the application for better security.

C. Modify the application for more features .

D. Modify the application for better user navigation.

6. Business Analyst A has transitioned from full-time software

engineering to become an internal analyst within his company for a new
project. The project is intended to unify and streamline the operation of
several ad hoc processes and systems that have grown up over time.

From his own experience he wants to be able to give the development teams
more information about the context of their work. This should give them a
better feel for what their customers need. He also has an idea that he will
be able to clearly understand the customer processes and turn them into
effective requirements and a solid, efficient architecture.

He’s heard the complaints of friends in other departments, so he knows he

needs to talk to a wide variety of people, and his managers have
communicated the need to get buy-in from senior management for certain
milestones. His managers have walked him through the higher-level functions
of the company’s collaboration, messaging, and planning software, which
gives him insight into different factors to consider and ways to tie
everything together.

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 CBAP® V3 Simulation Test – Set 01 2018

The analyst plans for a discovery phase, where the existing processes are
mapped, which included reviewing existing documentation; a needs phase,
where the process stakeholders are queried about what is good and bad about
the existing system and what their perceived needs are; a design phase,
where a new solution is developed and documented (this may involve some
research and experimentation); a development phase, where the system is
built; and a rollout and training phase where the new system is deployed
and put into use.

The analyst talks to the other two analysts in the company and learns that
they don’t yet employ a consistent business analysis approach. He learns
that one of the analysts only works with external end users while the
current project involves a process and systems that are only used
internally. He arranges for them to describe their best practices and
situations where things worked out especially well. Which tool is the
analyst A applying when consulting with the company’s other analysts?

A. Business Policies

B. Stakeholder Engagement Approach

C. Business Analysis Performance Assessment

D. Business rules

7. (Same case as in the previous question).Business Analyst A has

transitioned from full-time software engineering to become an internal
analyst within his company for a new project. The project is intended to
unify and streamline the operation of several ad hoc processes and systems
that have grown up over time.

From his own experience he wants to be able to give the development teams
more information about the context of their work. This should give them a
better feel for what their customers need. He also has an idea that he will
be able to clearly understand the customer processes and turn them into
effective requirements and a solid, efficient architecture.

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 CBAP® V3 Simulation Test – Set 01 2018

He’s heard the complaints of friends in other departments, so he knows he

needs to talk to a wide variety of people, and his managers have
communicated the need to get buy-in from senior management for certain
milestones. His managers have walked him through the higher-level functions
of the company’s collaboration, messaging, and planning software, which
gives him insight into different factors to consider and ways to tie
everything together.

The analyst plans for a discovery phase, where the existing processes are
mapped, which included reviewing existing documentation; a needs phase,
where the process stakeholders are queried about what is good and bad about
the existing system and what their perceived needs are; a design phase,
where a new solution is developed and documented (this may involve some
research and experimentation); a development phase, where the system is
built; and a rollout and training phase where the new system is deployed
and put into use.

The project has the potential to change large number of internal systems
and work flows, so all parties recognize that a significant amount of
discovery, documentation, and analysis has to be performed up front. Some
of the details can be worked out in an iterative fashion when the end
details are being worked out, but the core transformation needs to identify
a solid architecture and plan for the transition to it. Which element is
the primary consideration in structuring the business analysis approach?

A. Timing of Business Analysis Work

B. Business Analysis Activities

C. Acceptance

D. Complexity and Risk

8. (Same case as in the previous question).Business Analyst A has

transitioned from full-time software engineering to become an internal
analyst within his company for a new project. The project is intended to

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 CBAP® V3 Simulation Test – Set 01 2018

unify and streamline the operation of several ad hoc processes and systems
that have grown up over time.

From his own experience he wants to be able to give the development teams
more information about the context of their work. This should give them a
better feel for what their customers need. He also has an idea that he will
be able to clearly understand the customer processes and turn them into
effective requirements and a solid, efficient architecture.

He’s heard the complaints of friends in other departments, so he knows he

needs to talk to a wide variety of people, and his managers have
communicated the need to get buy-in from senior management for certain
milestones. His managers have walked him through the higher-level functions
of the company’s collaboration, messaging, and planning software, which
gives him insight into different factors to consider and ways to tie
everything together.

The analyst plans for a discovery phase, where the existing processes are
mapped, which included reviewing existing documentation; a needs phase,
where the process stakeholders are queried about what is good and bad about
the existing system and what their perceived needs are; a design phase,
where a new solution is developed and documented (this may involve some
research and experimentation); a development phase, where the system is
built; and a rollout and training phase where the new system is deployed
and put into use.

Once the project phases are defined the BA arranges a template for kickoff
and review meetings for each phase involving representatives from each
stakeholder group. He meets with managers from each group at the beginning
of major engagements with their staff to arrange the discovery, data
collection, deployment, and training efforts. He schedules after-action
reviews at the close of each effort and arranges to circulate the BA
findings for review and correction by each group. Finally, the BA assesses
the relative importance, interest, and level of interest of each

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 CBAP® V3 Simulation Test – Set 01 2018

stakeholder. Which Planning and Monitoring task is the analyst carrying

out?

A. Plan Stakeholder Engagement

B. Plan Business Analysis Governance

C. Identify Business Analysis Performance Improvements

D. Plan Business Analysis Approach

9. (Same case as in the previous question).Business Analyst A has

transitioned from full-time software engineering to become an internal
analyst within his company for a new project. The project is intended to
unify and streamline the operation of several ad hoc processes and systems
that have grown up over time.

From his own experience he wants to be able to give the development teams
more information about the context of their work. This should give them a
better feel for what their customers need. He also has an idea that he will
be able to clearly understand the customer processes and turn them into
effective requirements and a solid, efficient architecture.

He’s heard the complaints of friends in other departments, so he knows he

needs to talk to a wide variety of people, and his managers have
communicated the need to get buy-in from senior management for certain
milestones. His managers have walked him through the higher-level functions
of the company’s collaboration, messaging, and planning software, which
gives him insight into different factors to consider and ways to tie
everything together.

The analyst plans for a discovery phase, where the existing processes are
mapped, which included reviewing existing documentation; a needs phase,
where the process stakeholders are queried about what is good and bad about
the existing system and what their perceived needs are; a design phase,
where a new solution is developed and documented (this may involve some
research and experimentation); a development phase, where the system is

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 CBAP® V3 Simulation Test – Set 01 2018

built; and a rollout and training phase where the new system is deployed
and put into use.

The main architecture analysis and development will be conducted using a

Waterfall process to ensure a cohesive architecture is created. Once the
core functionality is in place the individual development teams will
complete their portions of the system in close consultation with their
individual user and administration groups. During this time a Scaled Agile
Framework (SAFe) or “Scrum of Scrums” will be used. Which collection of
statements seems most appropriate for the Waterfall phase of the project?

a. Decision Making: Each stakeholder represented is evaluated in terms of

how they participate in terms of being responsible, accountable, consulted,
or informed.

b. Change Control Process: Determine how changes will be requested, the

elements that will be evaluated for each request, how changes will be
prioritized, how requests will be documented, how requests and changes will
be communicated, who will perform the impact analysis, and who will
authorize changes.

c. Plan Prioritization Approach: Activities will be prioritized from a

groomed backlog considering cost, risk, and value.

d. Plan for Approvals: Relevant managers will be designated as approvers

for each activity and change. These may include the project sponsor,
department heads, product owners, and others.

A. a, c, and d

B. a, b, and d

C. a and b only

D. a, b, and c

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 CBAP® V3 Simulation Test – Set 01 2018

10. (Same case as in the previous question).Business Analyst A has

transitioned from full-time software engineering to become an internal
analyst within his company for a new project. The project is intended to
unify and streamline the operation of several ad hoc processes and systems
that have grown up over time.

From his own experience he wants to be able to give the development teams
more information about the context of their work. This should give them a
better feel for what their customers need. He also has an idea that he will
be able to clearly understand the customer processes and turn them into
effective requirements and a solid, efficient architecture.

He’s heard the complaints of friends in other departments, so he knows he

needs to talk to a wide variety of people, and his managers have
communicated the need to get buy-in from senior management for certain
milestones. His managers have walked him through the higher-level functions
of the company’s collaboration, messaging, and planning software, which
gives him insight into different factors to consider and ways to tie
everything together.

The analyst plans for a discovery phase, where the existing processes are
mapped, which included reviewing existing documentation; a needs phase,
where the process stakeholders are queried about what is good and bad about
the existing system and what their perceived needs are; a design phase,
where a new solution is developed and documented (this may involve some
research and experimentation); a development phase, where the system is
built; and a rollout and training phase where the new system is deployed
and put into use.

It is known that the central architecture will be designed based on

categories of data, calculations, and decision making, and that the
individual data fields, types, and interfaces will be detailed during the
second phase of the project. It is therefore determined that requirements
will be organized using a two-tiered outline approach, with the heading
items in the outline defining the abstract requirements identified in the

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 CBAP® V3 Simulation Test – Set 01 2018

first phase and the subordinate items in the outline defining the details
of the data and how it is handled. The non-functional requirements for the
system and its components will be defined as a third type. Attribute
templates, storage, and display mechanisms are defined for each type of
requirement. The templates include information about how requirements may
relate to regulatory, corporate, and other policy requirements of a more
general nature. Which element or elements of the Plan Business Analysis
Information Task is or are not being addressed?

A. Organization of Business Analysis Information

B. Plan Traceability Approach

C. Level of Abstraction and Requirements Attributes

D. Storage and Access and Plan for Requirements Reuse

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ANSWER SHEET

# Correct Explanation

Option

1 B Observe that the company is trying to evaluate

vendors, it has defined key performance parameters
and it has also developed evaluation criteria.

2 D Surveys are useful technique to gather requirements

from large geographically dispersed stakeholders.

3 D This is the win-win strategy. Escalation is not a

good approach.

4 D Since the process requires a save and submit option

which is a different option than submitting
straight through.

5 D Since navigation is part of usability.

6 C It may seem kind of meta, but business analysis is

itself a process that needs to be understood,
analyzed, and improved.Analyst A is trying to get a
feel for what has worked and not worked in the
absence of a formal process, and in light of his
own lack of experience as an analyst.

7 D The project described is complex and managing it in

Waterfall style is the best way to control risk.The
other two elements, Planning Approach and Formality
and Level of Detail of Business Analysis
Deliverables would be reasonable answers as well
but they are not offered.

8 A This is the process of working out how to engage

with stakeholders during a project.

9 A These items are applicable to both predictive and

adaptive approaches.Item c is only appropriate for

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an adaptive approach, specifically Scrum in this

case.

10 B All of the other elements are addressed in the

description.

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Complimentary
Bonus Chapter on
CBAP®
V3Certification

Tips and Tricks

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Table of contents for Mastering CBAP® V3 Handbook

Copyright notice ................................................. 1

Adaptive workshops catalogue ..................................... 9

1. Preface and Introduction ................................... 11

What is business analysis? .................................... 11

Who is a Business Analyst ..................................... 12

What is IIBA® ? ............................................... 14

What is BABOK® ? .............................................. 14

What and Why of CBAP® ......................................... 16

Eligibility for CBAP® ......................................... 16

Certification process ......................................... 17

Preparing the application ..................................... 18

Tips for the certification examination ........................ 19

Knowledge areas ............................................... 20

Knowledge areas ............................................... 21

Tasks ......................................................... 23

Underlying competencies ....................................... 24

2. Business analysis key concepts ............................. 25

Key terms ..................................................... 25

Requirement Classification .................................... 26

Stakeholders .................................................. 27

3. Business Analysis Planning and Monitoring .................... 29

3.1 Plan business analysis approach ........................... 32

3.2 Plan Stakeholder Engagement ............................... 39

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 CBAP® V3 Simulation Test – Set 01 2018

3.3 Plan Business Analysis Governance ......................... 45

3.4 Plan Business Analysis Information Management ............. 49

3.5 Identify Business Analysis Performance Improvements ....... 56

4. Elicitation and Collaboration ................................ 60

4.1 Prepare for elicitation ................................... 63

4.2 Conduct elicitation ....................................... 67

4.3 Confirm elicitation result ................................ 70

4.4 Communicate Business Analysis Information ................. 72

4.5 Manage Stakeholder Collaboration .......................... 76

5. Requirements Life Cycle Management ........................... 79

5.1 Trace Requirements ........................................ 82

5.2 Maintain Requirements ..................................... 85

5.3 Prioritize Requirements ................................... 87

5.4 Assess Requirements Changes ............................... 90

5.5 Approve Requirements ...................................... 92

6. Strategy Analysis ............................................ 94

6.1 Analyze Current State ..................................... 98

6.2 Define Future State ...................................... 104

6.3 Assess Risks ............................................. 109

6.4 Define Change Strategy ................................... 113

7. Requirements Analysis and Design Definition ................. 117

7.1 Specify and Model Requirements ........................... 119

7.2 Verify Requirements ...................................... 124

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7.3 Validate Requirements .................................... 126

7.4 Define Requirements architecture ......................... 129

7.5 Define design options .................................... 132

7.6 Analyze Potential Value and Recommend Solution ........... 135

8. Solution Evaluation ......................................... 138

8.1 Measure Solution Performance ............................. 140

8.2 Analyze Performance Measures ............................. 143

8.3 Assess Solution Limitations .............................. 145

8.4 Assess Enterprise Limitations ............................ 148

8.5 Recommend Actions to Increase Solution Value ............. 152

9. Underlying Competencies ..................................... 155

Analytical Thinking and Problem Solving ...................... 155

Behavioral Characteristics ................................... 157

Business Knowledge ........................................... 159

Communication Skills ......................................... 160

Interaction Skills ........................................... 162

Tools and Technology ......................................... 163

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 CBAP® V3 Simulation Test – Set 01 2018

About Adaptive US
Adaptive US is a leading global Key facts
player helping its clients improve Consulting, training,
their business analysis and staffing and products for
requirements engineering business analysis and
capabilities and practices. requirements engineering.

200+ person-years consulting

experience.

200+ Clients across the

globe.

10+ Fortune 500 clients.

200+ workshops in India, US,

Thailand, Philippines,
Malaysia.

Unique benefits of working with us

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 CBAP® V3 Simulation Test – Set 01 2018

Our key clients

Govern
ment
of
Bhutan

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 CBAP® V3 Simulation Test – Set 01 2018

Adaptive workshops catalogue

Category Course Name

Business analysis Certified Business Analyst Professional

(CBAP®) (Endorsed by IIBA® , Canada)

Business analysis Certification of Competency in Business

Analysis (CCBA®) (Endorsed by IIBA® ,
Canada)

Business analysis Entry Certificate in Business Analysis

(ECBA®) (Endorsed by IIBA® , Canada)

Please note that we modify course catalog based on changing

business needs. For the latest information, always refer to our
web-site, www.AdaptiveUS.com.

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 CBAP® V3 Simulation Test – Set 01 2018

Preface and Introduction

What is business analysis? Your notes:

BABOK® Definition: Business analysis is the

practice of enabling change in an enterprise by
defining needs and recommending solutions that
deliver value to stakeholders.

Business analysis enables an enterprise to

articulate its needs, rationale for change, and
to design and describe solutions that can
deliver value.

Business analysis can be performed within a

project or across the enterprise. It can be used
to understand the current state, define future
state and determine activities required for
transition.

Business analysis can be performed from various

perspectives like agile, business intelligence,
information technology, business architecture,
business process management etc.

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Who is a Business Analyst

A person who performs BA tasks mentioned in
BABOK® is considered a business analyst
irrespective of his job title or organization

role.

Business analysts elicit actual needs of

stakeholders, not simply capture expressed
desires. They are also responsible for
discovering and analyzing information from
various sources.

Common job titles for BAs are business

architect, system analyst, requirements
engineer, process analyst, management
consultant, product manager etc.

Business analysts help organizations define the

optimal solutions for their needs, given the set
of constraints (including time, budget,
regulations and others).

The main activities BAs perform are:

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Understand problems and goals of the

enterprise

Analyze needs and solutions

Devise strategies

Drive change

Facilitate stakeholder collaboration

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What is IIBA®?
International Institute of Business Analysis
(IIBA®) was founded in Toronto, Canada in October
of 2003 to support the business analysis community
by:

Creating and developing awareness and recognition

of the value and contribution of the business
analyst.

Defining the Business analysis body of knowledge

(BABOK®).

Providing a forum for knowledge sharing and

contribution to the business analysis profession.

Publicly recognizing and certifying qualified

practitioners through an internationally
acknowledged certification program.

What is BABOK®?
BABOK® contains a description of generally accepted
practices in the field of business analysis. It
gives guidance on the skills and knowledge that a
business analyst must possess. Contents of BABOK®
have been verified thoroughly by practitioners.

BABOK® does not mandate that practices described

should be followed under all circumstances.

Any set of practices MUST be tailored to the

specific business analysis conditions.

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The goal of revising BABOK® v2.0 and coming up the

new version v3.0 are as follows:

Incorporate new concepts and practices

Address the evolving scope of the profession

Incorporate lessons learnt form practitioners

Enhance readability and usability of the guide and

consistency and quality of texts and illustrations

Improve consistency with other generally accepted

BA standards

What and Why of CBAP®

CBAP® stands for Certified Business Analysis
Professional, 3rd level certification provided by
International Institute of Business Analysis
(IIBA®), Canada (www.IIBA® .org).

Following are some of the benefits of becoming a

CBAP® :

Be recognized for your competency in business

analysis.

Business analysis is the fastest growing career

opportunity for IT professionals.

People with domain experience can move into IT

sector by becoming a business analyst.

Better job prospects.

Better salary.

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 CBAP® V3 Simulation Test – Set 01 2018

Eligibility for CBAP®

High school (In India, this will be higher
secondary school) and above.

7500 hours of Business analysis-related work in last

10 years.

Professional development: 35 hours of verifiable

BABOK® coursework. Adaptive Processes is an
authorized EEP of IIBA®, its trainings provide
desired PDUs for the CBAP® certification
examination.

References: Two references from a career manager,

client (internal or external) or CBAP®.

900 hours in 4 knowledge areas.

You can down a BA experience calculator at no cost

from our eStore.

Certification process
Become an IIBA® member at www.IIBA® .org.

Benefits include free, unlimited access to the

BABOK® and 500+ online books, local, national and
international networking opportunities and ability
to influence the growth and direction of the BA
profession.

Take required training from an IIBA® EEP, such as

Adaptive Processes (www.AdaptiveUS.com).

Download BABOK® and start reading.

Join a study group, or start one.

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 CBAP® V3 Simulation Test – Set 01 2018

Begin preparing for the application.

Preparing the application

Begin the application at least 2 weeks before you
plan to apply.

It can take anywhere from 6-10 hours to complete.

Download and use Adaptive BA experience calculator.

Apply within 6 months of when you plan to write.

You can download the CBAP® handbook for a detailed

application process at IIBA® web-site.

Tips for the certification examination

Please keep it in your mind that CBAP® is a test on
your knowledge of BABOK®, not your knowledge on
business analysis practice as you may be following
in your workplace.

Answers need to be as per BABOK®, not what you may

think appropriate.

Questions are pretty much straight forward.

No long descriptive questions. However, there are

questions with diagrams.

No long answers. All questions had single statement

answers.

Avoid answers which are prescriptive. BABOK® does

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not provide any specific level of rigor to be

adopted in any activity.

Be careful with answers which say something should

be 100% or 0% - It’s very hard to find such digital
options in life.

Avoid terms which are not mentioned in BABOK®. Such

a term can be technically correct, for example a
specific company may have a Wok Breakdown System –
however BABOK® does not have any such term. BABOK®
term is Work breakdown structure.

Multiple options can be technically correct; choose

the BEST option.

Do not trust long lists.

Knowledge areas
Knowledge areas represent areas of specific BA
expertise.

There are 6 knowledge area in BABoK:

1. BA planning and monitoring

2. Elicitation and collaboration

3. Requirements life cycle management

4. Strategy analysis

5.Requirements analysis and design definition

6. Solution evaluation

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Knowledge areas
Knowledge Areas Description

BA planning and Tasks BAs perform to organize and coordinate

monitoring efforts of BAs and stakeholders

Elicitation and Tasks BAs carry out to prepare for

Collaboration elicitation, conduct elicitation activities,
confirm results, communicate and collaborate
with stakeholders

Requirements LCM Tasks BAs perform to manage and maintain

requirements and design information from start
till end

Strategy Tasks BAs perform to identify a need of

Analysis strategic or tactical importance, how to
collaborate and enable stakeholders to address
that need etc.

Requirements Tasks BAs carry out to organize elicited

Analysis and requirements, model them, validate and verify
Design them and identify and estimate potential value
Definition of solution options

Solution Tasks BAs perform to assess the performance

Evaluation and value delivered by a solution

The below diagram depicts the Relations between Knowledge Areas:

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Tasks
A task is an essential piece of work to be
performed as part of business analysis. Each
task should be performed at least once during
most BA initiatives. There is no upper limit
to the number of times any task may be
performed. Tasks may be performed at any scale
– from few minutes to few months.

In this book, tasks are structured in the

following manner:

Purpose: Short description as to why a BA performs a task and

the value derived from it

Inputs Stakeholders Outputs

This section lists This section lists This section lists

the inputs for a stakeholders who are the results

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task which will likely to participate produced by

lead to outputs in a task performing a task

Guidelines and Tools: This section lists resources which are

required to transform input into output.

Techniques: This section lists the techniques that can be used

to perform the BA task

Underlying competencies
Underlying competencies are skills, knowledge
and personal characteristics that support
effective performance of business analysis.
This is discussed in detail in Chapter 8.

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