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IIBA Cetified business analysis professional (CBAP) appliaction Sample Questions (Q236-Q241):

NEW QUESTION # 236
Your organization is using a plan-driven approach to business analysis.
What must you do with all of the communication documents created as part of this high-priority project that you are serving as the business analyst for?

A. All formal communication must be destroyed once the project is completed.
B. All communications must be documented and passed onto the solution's project manager for analysis and to serve as supporting detail.
C. The communications management plan will dictate what will happen to the business analysis communications.
D. All communications must be archived and will become part of the organizational process as sets.

Answer: C

Explanation:
Explanation
The communications management plan is a document that defines the approach, methods, frequency, and responsibilities for communicating with the stakeholders throughout the business analysis process. The communications management plan also specifies how the business analysis communications will be stored, distributed, updated, and disposedof at the end of the project. Therefore, the business analyst must follow the communications management plan to determine what to do with all of the communication documents created as part of the project.
The other options are incorrect because they do not reflect the best practice for managing the business analysis communications. All formal communication must not be destroyed once the project is completed, as they may contain valuable information and lessons learned that can be used for future reference or audit purposes. All communications must not be documented and passed onto the solution's project manager for analysis and to serve as supporting detail, as this may create unnecessary duplication, confusion, and overhead. The project manager may not be the best person to analyze and use the business analysis communications, as they may have different objectives and perspectives than the business analyst. All communications must not be archived and will become part of the organizational process assets, as this may not be appropriate or feasible for all types of communication. Some communication may be confidential, sensitive, or irrelevant for the organization, and may not need to be archived or shared with others. References:
BABOK Guide, p. 29, 32
CBAP / CCBA Certified Business Analysis Study Guide, p. 45, 48
Certified Business Analysis Professional (CBAP) | Coursera, Course 1, Week 2, Video: "Business Analysis Planning and Monitoring"

NEW QUESTION # 237
Which of the following processes can start with the source of problems or with the problem itself?

A. Risk management
B. Risk analysis
C. Risk estimation
D. Risk identification

Answer: D

Explanation:
Explanation
Risk identification is a process that can start with the source of problems or with the problem itself. Risk identification is the process of determining the risks that may affect the project or the solution, and documenting their characteristics. Risk identification can be performed by analyzing the sources of risks, such as the project environment, the stakeholders, the requirements, the assumptions, the constraints, or the dependencies. Risk identification can also be performed by analyzing the problems or issues that may arise during the project or the solution, such as the gaps, conflicts, ambiguities, uncertainties, or changes. Risk identification helps to create a list of potential risks and their causes, impacts, and probabilities for further analysis and response planning12. Risk estimation is a process that follows risk identification. Risk estimation is the process of assessing the likelihood and impact of the identified risks, and prioritizing them according to their severity. Risk estimation helps to quantify the level of risk exposure and the expected value of the risk for decision making12. Risk analysis is a process that follows risk estimation. Risk analysis is the process of evaluating the identified and prioritized risks, and determining the appropriate responses to them. Risk analysis helps to develop strategies and actions to avoid, reduce, transfer, or accept the risks, and to allocate resources and contingency reserves for risk management12. Risk management is a process that encompasses risk identification, risk estimation, risk analysis, and risk monitoring and control. Risk management is the process of planning, identifying, analyzing, responding to, and monitoring and controlling the risks throughout the project or the solution lifecycle. Risk management helps to minimize the negative effects and maximize the positive opportunities of the risks, and to ensure the project or the solution objectives are met12. References: CBAP Handbook, CBAP Exam Prep Study Guide

NEW QUESTION # 238
You are the business analyst for your organization and are working with Sally, a project manager, for your organization. You and Sally are determining the cost of the labor, materials, equipment, and facilities in order to achieve the different solutions that have been proposed for an identified problem. What is this process called?

A. Expert judgment
B. Cost budgeting
C. Rough order of magnitude cost estimating
D. Scoping the project costs

Answer: C

Explanation:
Explanation/Reference:
Explanation:

NEW QUESTION # 239
You are the business analyst for your organization. Management wants you to prioritize the identified requirements by the requirements that have the highest likelihood of success.
Why would management want you to prioritize the requirements with this factor even though some of the requirements may be difficult to implement?

A. They don't understand the requirements.
B. They want to avoid penalties or fines due to a pending law.
C. They want a fast return on investment.
D. They want to show early success in the implementation to the project stakeholders.

Answer: D

Explanation:
Prioritizing requirements by the likelihood of success is a technique that can help build confidence and trust among the project stakeholders, especially if the project is complex, risky, or has a long duration. By delivering some of the requirements that have a high chance of success early in the project, the business analyst can demonstrate the value of the project and the effectiveness of the business analysis process. This can also help reduce resistance to change and increase user satisfaction and adoption. Some of the other factors that can be used to prioritize requirements are business value, urgency, dependency, risk, cost, and effort. References:
* Certified Business Analysis Professional (CBAP) Handbook, page 6, section 4. Review the Exam Blueprint.
* BABOK Guide v3, page 34, section 4.2.3. Prioritize Requirements.

NEW QUESTION # 240
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. Create a new workbook of requirements with necessary attributes
B. Add the attributes to the original requirements catalog and change requirements
C. Enter the information in the company's change management system
D. Rewrite requirements independent of the solution design

Answer: B

NEW QUESTION # 241
......

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