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IIBA Cetified business analysis professional (CBAP) appliaction Sample Questions (Q385-Q390):

NEW QUESTION # 385
Which of the following types of charts shows which resources are needed in the project and allows you to group the resources by project phase or other attributes?

A. Resource Breakdown Structure
B. Pareto chart
C. Gantt chart
D. Organizational Breakdown Structure

Answer: A

Explanation:
Explanation/Reference:
Explanation:

NEW QUESTION # 386
Several risks were identified for an upcoming change initiative. One risk is related to a slippage concern because of loose gravel at the local site of the change initiative. The business analyst (BA) has recommended that all on-site stakeholders must wear durable, slip-resistant boots while the change initiative is being executed.
This is an example of which type of risk treatment?

A. Transfer
B. Mitigate
C. Accept
D. Avoid

Answer: B

Explanation:
Explanation
Mitigation is a type of risk treatment that involves reducing the probability and/or impact of a risk to an acceptable level. Mitigation can include implementing preventive or contingency actions, such as providing training, testing, backup, or alternative solutions. In this case, the BA has recommended that all on-site stakeholders must wear durable, slip-resistant boots while the change initiative is being executed. This is a mitigation action, as it reduces the likelihood and severity of injuries or accidents caused by the loose gravel at the local site. The other options are not the types of risk treatment that the BA has recommended, as they involve transferring the risk to another party, accepting the risk as it is, or avoiding the risk altogether.
References: Risk Analysis and Management, CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, BABOK Guide

NEW QUESTION # 387
The stakeholder of a new product that is in early adaptive development has requested a change to an approved feature. How should the business analyst (BA) handle this change?

A. Include the requirement in the next iteration
B. Add the feature to the product backlog for future prioritization
C. Obtain formal approval through change request process
D. Change the business analysis approach to predictive

Answer: C

NEW QUESTION # 388
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.
A BA suggests interviewing employees to elicit user requirements and then performing a gap analysis to identify solution customization requirements. However, the sponsor believes that it will be a waste of time because the employees do not know how the process should work in the future. The sponsor expects the solution to help shape their process and wants to start with the solution as is, amending it as necessary based on the user feedback.
What should the BA do?

A. Explain the benefits of interviews to the requirements elicitation process.
B. Deploy the current solution and survey users for improvement proposals.
C. Utilize the solution in a test environment with actual data to elicit feedback.
D. Collect the requirements from the sponsor and domain subject matter experts.

Answer: A

Explanation:
* Interviews are a common and effective technique for eliciting requirements from stakeholders1234.
* Interviews allow the BA to gain an in-depth understanding of the business needs and create the opportunity for a discussion and clarification on any statements made by the stakeholder5.
* Interviews enable the BA to ask open-ended questions, probe for details, and uncover hidden or implicit requirements that the stakeholder may not be aware of or may not express otherwise124.
* Interviews can also help the BA to establish rapport and trust with the stakeholder, which can facilitate the collaboration and communication throughout the project12.
* Interviews can be used to verify facts, clarify ambiguity, trigger enthusiasm, engage end users, identify requirements and solicit opinions and ideas3.
The other options are not as good as option D because:
* Option A is not a good approach because it assumes that the current solution is suitable for the PGA department without validating it with the actual users. Deploying the solution without eliciting user requirements may result in low user satisfaction, low adoption, and poor performance. Surveying users for improvement proposals after the deployment may be too late or too costly to implement changes.
* Option B is better than option A, but it still relies on the assumption that the current solution can meet the PGA needs with minimal customization. Utilizing the solution in a test environment with actual data may help elicit some feedback, but it may not capture all the requirements or address all the issues that the users may have. Moreover, this approach may require more time and resources than conducting interviews.
* Option C is also better than option A, but it may not be sufficient to collect the requirements from the sponsor and domain subject matter experts only. The sponsor may not represent the views and needs of all the users, and the domain subject matter experts may not be familiar with the current solution or the future state of the process. Collecting the requirements from a wider range of stakeholders, including the end users, can help ensure that the solution is aligned with the business goals and user expectations.

NEW QUESTION # 389
A financial institution engaged in mortgage lending has embarked on a business process improvement initiative to eliminate the activities that hinder growth to ultimately improve the success rate of its mortgage business. As a benchmark for identification, the institution is keen on improving any business process that has less than a
75% success rate. The institution has appointed a business analyst (BA) to review the business transactions for the processes of origination, payments, and closures, as well as identify opportunities for improvements and recommend solutions.
The BA has collected the following information over the last three months pertaining to these business processes:
* All the business processes are at their maximum capacity in terms of the current number of transactions.
* Each business process has a certain number of rejects and the reasons for rejection include documentation, verification, collateral, and funding. Funding rejects occur when the bank's customers have failed to make payment of their mortgage processing fee or mortgage closure payment.
The BA has also recommended the use of documentation checklists as a solution to eliminate the documentation rejects.

If the financial institution always works at full capacity month to month and the new success rate continues to remain the same after implementing the BA's recommendation, what is the average number of successes per month for the mortgage closure process, if the current process capability were increased by 50%?

A. 0
B. 1
C. 2
D. 3

Answer: A

NEW QUESTION # 390
......

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