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IIBA CBAP Exam Questions
- Topic 1: Business analysis planning and monitoring/ Solution evaluation
- Topic 2: Elicitation and collaboration/ Strategy analysis
- Topic 3: Requirements life cycle management
- Topic 4: Requirements analysis and design definition
Free IIBA CBAP Exam Actual Questions
Note: Premium Questions for CBAP were last updated On Aug. 07, 2026 (see below)
Wanda is the business analyst for her organization and she is currently working on the specify and model requirements process. One of the elements of this process is the documentation of the textual requirements.
Wanda must describe the capabilities of the solution, any conditions that must exist for the requirements to operate, and what third component of the textual requirement?
According to the BABOK Guide, textual requirements are one of the forms of specifying and modeling requirements. Textual requirements are written statements that describe the characteristics of the solution in a clear, concise, and consistent manner. Textual requirements typically consist of three components: the capability of the solution, the condition under which the requirement is applicable, and the constraint that may limit the solution. The capability describes what the solution must or should do, the condition describes the situation or scenario in which the requirement is relevant, and the constraint describes the restriction or limitation that may affect the solution's ability to meet the requirement. For example, a textual requirement for a banking system could be:
The system shall allow customers to withdraw cash from any ATM machine (capability) within the network (condition) up to a maximum of $500 per day (constraint).
[A Guide to the Business Analysis Body of Knowledge (BABOK Guide)], version 3, page 402, section 10.31.2.11
Textual Requirement Artifacts - Blueprint Online Help - HelpDocs, paragraph 1
How to Model Textual Requirements - Formal Mind GmbH, paragraph 2
You are the business analyst for a large project that will create new software for the entire organization. This new software will affect all of the administrative assistants in the organization schedule meetings, reserve facilities, and share calendars. There are approximately 2,400 administrative assistants in your organization and not all of these people can attend requirements gathering workshops.
What approach can you use to manage and gather requirements from these 2,400 administrative assistants?
When the number of stakeholders is too large or dispersed to involve them all in the requirements elicitation process, one possible approach is to use representatives or proxies. These are stakeholders who can act on behalf of a larger group of stakeholders and provide their input, feedback, and approval for the requirements. The representatives should be selected based on their knowledge, experience, authority, and availability. They should also communicate regularly with the group they represent and ensure that their views and needs are accurately reflected. Meeting with a small group of administrative assistants that will serve as representatives for the remaining administrative assistants can help to manage and gather requirements from these 2,400 administrative assistants in an efficient and effective way.Reference:BABOK Guide v3, page 51;CBAP / CCBA Certified Business Analysis Study Guide, page 159.
All of the following are techniques that can be used to specify or model requirements except for which one?
Work breakdown structure creation is a technique that can be used to plan and manage the business analysis work, but it is not a technique to specify or model requirements. Organization modeling, data modeling, and state diagrams are all techniques that can be used to describe different aspects of the requirements, such as the stakeholders, the data, and the behavior of the solution.Reference:
CBAP Handbook, page 6, Exam Blueprint, Knowledge Area 4: Requirements Analysis and Design Definition
BABOK Guide, Chapter 10: Techniques, Section 10.1: Acceptance and Evaluation Criteria Definition, Section 10.8: Data Modeling, Section 10.34: State Modeling, Section 10.37: Work Breakdown Structure
A company finalized the implementation of a new, corporate-wide database. After nearly three months of operation, the solution is repeatedly producing invalid outputs. A business analyst (BA) has been asked to investigate the solution's problem. The BA has been able to find several instances where the outputs from the solution are below an acceptable level of quality.
Which of the following techniques should the BA use to identify the solution limitations?
Root cause analysis is a technique that involves identifying and addressing the underlying causes of a problem or an issue, rather than the symptoms or the effects. Root cause analysis can help the BA to identify the solution limitations, which are the internal factors that prevent the solution from delivering its full business value. By finding and eliminating the root causes of the problem, the BA can improve the quality and performance of the solution, and prevent the problem from recurring. The other options are not the best techniques for identifying the solution limitations, as they are more focused on identifying and managing the external factors that affect the solution, such as risks, stakeholders, criteria, or rules.Reference:Task: Assessing Solution Limitations,CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition,BABOK Guide
A non-profit utility company has 900 employees, a majority of whom are hourly employees and must track their time using a paper based process. A few years ago, the Director of Human Resources purchased a software system to eliminate the current paper-based time reporting process. No requirements specific to the utility company were defined prior to the purchase. A team was formed to implement the software. During implementation process, the team discovered the software lacked functionality and was not robust enough to support the general ledger requirements The company stopped the effort and incurred a 1500.000 USD loss on the cost of the software.
This year, the Director of Finance requested that a team investigate the current paper-based time reporting process and recommend solutions. The Director of Finance feels that the Director of Human Resources must be involved as a critical stakeholder The Director of Human Resources is still bitter about the last effort because the process stopped.
During a design review meeting to discuss the future state, all stakeholders are in agreement except the Director of Human Resources. Who makes the final decision?
The governance approach defines the roles and responsibilities of the stakeholders involved in the business analysis activities, including who has the authority to make decisions and approve deliverables. In this case, the Director of Human Resources is not the decision maker, but one of the stakeholders who needs to be consulted and informed. The final decision should be made by those who have the decision-making authority as per the governance approach, which may include the sponsor, the Director of Finance, or other senior managers.Reference:
CBAP / CCBA Certified Business Analysis Study Guide, 2nd Edition, Chapter 2: Business Analysis Planning and Monitoring, page 67
BABOK Guide, Version 3, Section 2.4: Governance, page 29
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