[2026] Valid CBAP test answers & IIBA CBAP exam pdf [Q217-Q237]

CBAP IIBA

admin -

February 18, 2026

4.7/5 - (4 votes)

[2026] Valid CBAP test answers & IIBA CBAP exam pdf

Verified CBAP dumps Q&As – Pass Guarantee or Full Refund

NO.217 Which of the following is a quality control chart to track trends in project execution?

Control chart

RACI chart

PERT chart

Pareto chart

Section: Volume C
Explanation/Reference:

NO.218 A business analyst (BA) has been assigned to manage the ongoing stakeholder collaboration after completing a project. The BA needs to understand the stakeholders’ level of satisfaction and wants to offer stakeholders an opportunity to help improve the working relationships based on this information.
Which technique should the BA use?

Risk analysis and management

Brainstorming

Collaborative games

Lessons learned

NO.219 You are the business analyst for the YGT Organization. You have just completed a capabilities gap assessment and have determined that your organization does not have the necessary resources and technology to seize a business opportunity.
What is the most likely course of action for the organization?

Hire additional resources.

Launch a new project.

Hire contractors to complete the project work.

Move onto the next opportunity.

NO.220

The table illustrate the statement of cash flower for a courier company for the last fiscal year:
Due to aggressive market competition the management of the company performed a strategy review and based on their0-findings and the current market conditions, they came up with strategic and tactical changes in order to keep a competitive market position.
In order to strength customer retention strategies through a new competitive advantage, the company is considering implementing a live parcel tracking system. The added value will be that the customers may determine the exact location on of the parcel whether it is in a warehouse, crossing the ocean through an overseas the exact location of the parcel whether it is in a warehouse, crossing the ocean through an overseas the ship, or travelling in a delivery truck at any time. The system tracks the location of the parcel by tracking the vehicle in which it is contained. However, for a group of old delivery trucks, it was noticed that the engine sound and vibration disturbed the tracking signal and caused of management would like to sell these vehicles and replace them with newer ones, the Chief Financial Officer (CFO) was strongly against that approach. The CFO argued that instead of hanging tracking devices on the trucks body they can have the truck drivers manually send the truck send the truck location from a hand-held mobile device every 20 minutes.
What could the business analyst (BA) do to gain consensus between the CFO and other Management?

Calculate the costs incurred by each option

Recommend and present a completely new option

Compare each option against an industry benchmark

Estimate the potential value delivered by each option

In order to gain consensus between the CFO and other management, the BA could estimate the potential value delivered by each option and present the results to the stakeholders. This would involve assessing the benefits, costs, and risks of each option, as well as the alignment with the strategic objectives and customer needs. By estimating the value, the BA could help the stakeholders understand the trade-offs and implications of each option, and facilitate a rational and informed decision-making process. References:
* IIBA BABOK Guide, Section 9.4, Evaluate Solution Options
* How to Estimate the Value of a Business Analysis Solution, Bridging the Gap
* Business Analysis Techniques: Estimating Value, Business Analyst Learnings

NO.221 You are the business analyst for your organization. You want to use a requirements elicitation technique to produce a broad set of options for an identified problem. You want the stakeholders to help you identify options, factors that affect the solution, any possible delays in the solution implementation, and ideas for creating a solution. Which of the following requirements elicitation activities would best satisfy these requirements?

Benchmarking

Brainstorming

Data flow diagrams

Business rules analysis

NO.222 A customer has provided a business analyst (BA) with many business requirements and some have inter-dependencies with other requirements. To ensure the requirements are delivered according to customer expectations which requirements attribute should the BA consider including in the project requirements document?

Unique identifier

Priority

Constraints

Acceptance criteria

Explanation
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

NO.223 A business analyst (BA) is working on improving solution performance and increasing value. The BA discovers that a set of interfaces and activities do not contribute to the final product either directly or indirectly What should the BA recommend?

Provide a single solution for stakeholders thus reducing the cost of implementation

Propose an organizational change to automate the work people perform

Remove or minimize interfaces and activities that do not provide value to the final product

Retire the current solution as it is not fulfilling the need for which it was created

Explanation
According to the BABOK Guide, one of the tasks of the business analyst (BA) is to assess solution performance and value. This involves measuring the actual outcomes and benefits of the implemented solution and comparing them with the expected ones. The BA also identifies any gaps or issues that may affect the solution’s performance or value and recommends actions to address them. One of the actions that the BA can recommend is to remove or minimize any interfaces and activities that do not contribute to the final product either directly or indirectly, as they may cause waste, inefficiency, or complexity. This is consistent with the lean principles of eliminating waste and optimizing value. References: BABOK Guide v3, Section 7.6:
Assess Solution Performance and Value, p. 291-292; BABOK Guide v3, Section 10.22: Lean, p. 512-513.

NO.224 What type of interview is the most common as part of requirements elicitation?

Many-to-one

Many-to-many

One-to-one

One-to-many

Explanation
A one-to-one interview is the most common type of interview as part of requirements elicitation. A one-to-one interview is a systematic approach for eliciting information from a single person in an informal or formal setting by asking questions and documenting the responses. A one-to-one interview allows the business analyst to establish rapport with the interviewee, probe deeper into their needs and expectations, observe their non-verbal cues, and clarify any ambiguities or inconsistencies. A one-to-one interview is also easier to schedule and conduct than other types of interviews that involve multiple participants, such as many-to-one, many-to-many, or one-to-many. References:
Requirements Elicitation: Interview Dos and Don’ts, paragraph 1
Top 10 Most Common Requirements Elicitation Techniques, paragraph 3
Types of Elicitation Techniques for the Business Analyst, paragraph 2
What Questions Do I Ask During Requirements Elicitation?, paragraph 1
Interviews: Requirements Elicitation Technique, paragraph 1

NO.225 What requirements elicitation technique examines the available information, documentation, records, and history of a solution, organization, or cause to identify relevant information to the current business analysis duties?

Benchmarking

Dataflow diagrams

Document analysis

Requirements elicitation

Document analysis is a requirements elicitation technique that examines the available information, documentation, records, and history of a solution, organization, or cause to identify relevant information to the current business analysis duties. Document analysis helps the business analyst to understand the existing processes, policies, standards, regulations, and systems that may affect the project or the solution. Document analysis also helps to discover the implicit, hidden, or undocumented requirements that may not be easily obtained from other sources. Document analysis can be done using various types of documents, such as business plans, contracts, manuals, reports, diagrams, models, or logs. Document analysis is different from benchmarking, which is a technique that compares the performance or practices of an organization or a solution with those of other organizations or solutions. Document analysis is also different from dataflow diagrams, which are graphical models that show how data moves through a system or a process. Document analysis is not requirements elicitation, which is a general term for the process of gathering and discovering the requirements from various sources and stakeholders. References:
* CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 4: Elicitation and Collaboration, page 181-182.
* [Requirements Elicitation in Software Engineering Complete Guide …, paragraph 3
* Elicitation Technique Guide | Info-Tech Research Group, paragraph 1
* Requirements elicitation techniques: a systematic literature review …, paragraph 1

NO.226 Which of the following is a visual decomposition of the program scope and the resources needed in order to create the things defined within the program scope?

Resource breakdown structure (RBS)

product breakdown structure (PBS)

Budgeted Cost of Work Scheduled (BCWS)

Work Breakdown Structure (WBS)

NO.227 Jane is the business analyst for her organization and she is completing passive observation to identify improvement opportunities in the workflow. She notices that some of the employees perform certain customer-facing activities in a different format than the other workers. Is this a problem that can be addressed as part of an improvement opportunity?

It can be a problem as customers could become confused or frustrated because of the different approaches to the work.

It is not a problem unless there is a drop in sales so it should be left alone.

It can be a problem as the enterprise environmental factors always call for consistency in all processes.

It is not a problem unless the customer complains. If Jane has not noticed the customers complaining then the process should be left along.

NO.228 A company that specialized in manufacturing vending machines for books has been in business for 10 years. As the e-book and online retailing grow, the company perceived that a change is required to respond to the new emerging market forces. However, the change should focus on reusability as much as possible to reduce expenses. After analyzing the current state with the business subject matter experts, the business analyst (BA) proposed investing in a new business line of vending machines that sell pay per use mobile device phone fast charging stations.
Due to the urgency of this change, the BA was asked to finalize requirements elicitation in the shortest possible time.
Customers who want to utilize the pay per use mobile device fast charging stations may choose one of two features: fully charged (F1) or partially charged (F2). If partially charged is selected, the customer needs to specify their charging needs.
What is the relationship between F1 and F2?

Validate

Derive

Depends

Satisfy

NO.229 All of the following are examples of transference risk response except for which one?

Warranties

Performance bonds

Life cycle costing

Use of insurance

Explanation
Transference risk response is a strategy that involves transferring the risk to another party or entity, such as through insurance, outsourcing, or warranties. Life cycle costing is not a transference risk response, but a technique for estimating the total cost of ownership of a product or service over its entire life cycle. Life cycle costing does not transfer the risk, but rather helps to identify and compare the costs and benefits of different alternatives. References:
BABOK Guide v3, section 11.6.5.4, page 402
Risk response strategies: mitigation, transfer, avoidance, acceptance, paragraph 4 Risk Response Planning: A Guide to Effective Risk Management, paragraph 3

NO.230 Some of the requirements in the solution must be completed because of laws and regulations in your industry.
Management would like you, the business analyst, to rank the requirements according to the relevant laws.
What type of requirements prioritization is management having you complete?

Regulatory ranking

Business value ranking

Constraint ranking

Risk ranking

NO.231 Martha is observing Sarah complete several complex steps as part of her business analysis requirements elicitation process. In this instance Martha working alongside Sarah is actually helping Sarah complete the work so that Martha can understand all of the steps Sarah must complete. What type of requirements elicitation technique is Martha using?

Progressive elaboration

Shadowing

Cross training requirements elicitation

Active observation

Explanation/Reference:
Explanation:

NO.232 Which of the following chart shows the correlation between project team members and the work they’ve been assigned to complete?

Pie chart

Responsibility Assignment Matrix (RAM) chart

Gantt chart

RACI chart

NO.233 The stakeholders are interested in ensuring that expected value is assessed prior to acceptance. To determine if the solution is providing expected value and ensure the accuracy of the measurements, the stakeholders and the business analyst (BA) determine that they need to measure.

benefits, penalties, and costs.

strategy, solution, and scope.

impacts, problems, and dependencies.

performance, trends, and variances.

The stakeholders and the BA need to measure benefits, penalties, and costs to determine if the solution is providing expected value and ensure the accuracy of the measurements. Benefits are the positive outcomes or value that the solution delivers to the stakeholders or the organization. Penalties are the negative consequences or costs that the solution may incur if it fails to meet the requirements or expectations. Costs are the resources or expenses that are required to implement, operate, and maintain the solution. By measuring benefits, penalties, and costs, the stakeholders and the BA can assess the return on investment (ROI), the net present value (NPV), and the break-even point (BEP) of the solution, and compare them with the expected or planned values. This can help to evaluate the effectiveness, efficiency, and feasibility of the solution, and to identify any gaps, issues, or opportunities for improvement. Strategy, solution, and scope are not the best options to measure, because they are either too general, too abstract, or not directly related to the value of the solution. References:
* CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 8: Solution Evaluation, page 337
* Business Analysis Body of Knowledge (BABOK) Guide, Version 3, Chapter 8: Solution Evaluation, section 8.2: Analyze Performance Measures, page 153
* 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 8:
Solution Evaluation, page 337

NO.234 You are hosting a collection of stakeholders from across the organization to identify the ideas and attitudes about your company’s help desk. You want the stakeholders to honestly share their opinions about the help desk service so you can identify problems, solutions, and take actions to improve the service.
What type of requirements elicitation activity is this?

Stakeholder analysis

Focus groups

Workshop

Root cause analysis

Focus groups are a type of requirements elicitation activity that involve gathering a group of stakeholders from different perspectives and backgrounds to discuss a specific topic or issue. Focus groups can help to identify the ideas and attitudes of the stakeholders about the current situation, the desired outcomes, the problems, the solutions, and the actions needed to improve the service. Focus groups can also help to generate new ideas, uncover hidden needs, and reveal conflicting opinions. Focus groups are facilitated by a moderator who guides the discussion, asks open-ended questions, and encourages participation from all members. Focus groups are usually recorded and analyzed to extract the key findings and requirements1234. References: 1:
Software Engineering | Requirements Elicitation – GeeksforGeeks 2: A Review of Fundamental Tasks in Requirements Elicitation 3: Top 10 Most Common Requirements Elicitation Techniques 4: 20 Tips for Effective Requirements Elicitation | Inflectra

NO.235 You are creating a model for your requirements.
Which model type categorizes and describes the people who directly interact with a solution?

Rules

User classes, profiles, or roles

Concepts and relationships

Events

Explanation
User classes, profiles, or roles are model types that categorize and describe the people who directly interact with a solution. They help to identify the different types of users, their characteristics, needs, preferences, and behaviors. They also help to define the requirements, features, and functions that are relevant for each user group. User classes, profiles, or roles can be represented in various ways, such as personas, user stories, use cases, or user interface prototypes12. References:
User Classes, Profiles, and Roles
User Modeling: Definition, Methods, and Examples

NO.236 A major manufacturer of popular beverages has appointed a local distributor to serve a specific territory. The demand for the beverages has a pronounced seasonal pattern. The distributor performs well overall, but is repeatedly unable to keep up with fulfilling many customer orders during peak demand periods. The distributor’s current delivery capability is stretched to deliver 60 tons of merchandise per day whereas the season’s peak demand periods need a daily delivery capability of up to 100 tons.
The distributor is under pressure to fully meet the year-round market demand in order to stay in business. The distributor’s management wants to identify and consider more cost-effective options as resorting to adding more trucks and drivers would not be economically feasible.
A business analyst (BA) has spent several days observing and measuring the warehouse activities to understand the situation and to gain insights into possible solutions. The delivery workflow is a four-step process: (1) picking the orders and assembling them on trays, (2) bringing the trays to the loading bay, (3) loading the orders into trucks, and (4) delivering the orders to customers. As the following table illustrates, overall performance depends is dependent on five major resources: (1) the workers who pick the orders and load them into trucks, (2) the tallyers who check the orders, (3) the drivers, (4) the trucks, and (5) eight loading bays (LBs).

What is the company’s primary business objective in this scenario?

Make more profit

Defeat competitors

Satisfy the customer

Stabilize its performance

Explanation
In this scenario, the distributor is under pressure to fully meet the year-round market demand in order to stay in business. The primary objective is not directly related to making more profit, defeating competitors, or stabilizing its performance but rather ensuring that customer orders are fulfilled even during peak demand periods. This aligns with one of the key aspects of business analysis – understanding and prioritizing the needs and expectations of stakeholders (in this case, customers) to deliver value. References: Business Analysis Professional (CBAP) Learning documents or resources available at 1 and 2

NO.237 Which of the following is a visual decomposition of the program scope and the resources needed in order to create the things defined within the program scope?

Resource breakdown structure (RBS)

product breakdown structure (PBS)

Budgeted Cost of Work Scheduled (BCWS)

Work Breakdown Structure (WBS)

Explanation
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]

Loading …

Obtaining the CBAP certification is beneficial for business analysts as it provides them with a competitive edge in the job market. Employers recognize the value of CBAP certified professionals as they have demonstrated their expertise in the field of business analysis. Additionally, the certification is an opportunity for business analysts to enhance their knowledge and skills, and stay up-to-date with the latest trends and practices in the industry. Overall, the CBAP certification is a valuable asset for business analysts looking to advance their careers and make a significant impact in their organizations.

CBAP Exam Questions – Valid CBAP Dumps Pdf: https://www.dumpstests.com/CBAP-latest-test-dumps.html