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Exam IIBA CBAP Blueprint - CBAP Actual Test

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The CBAP certification exam is based on the IIBA Business Analysis Body of Knowledge (BABOK) guide. The BABOK guide is a comprehensive and detailed guide that outlines the key concepts, principles, and practices of business analysis. The guide covers a wide range of topics, including business analysis planning and monitoring, elicitation and collaboration, requirements life cycle management, strategy analysis, and solution evaluation.

To be eligible for the CBAP certification exam, candidates must have a minimum of 7,500 hours of business analysis work experience in the last ten years. Additionally, candidates must have completed a minimum of 35 hours of professional development in the last four years, and they must have two references from a career manager, client, or certified business analysis professional.

The Certified Business Analysis Professional (CBAP) is an industry-recognized certification for business analysts. Cetified business analysis professional (CBAP) appliaction certification is awarded by the International Institute of Business Analysis (IIBA) and is recognized globally. The CBAP Certification Exam is for individuals who have extensive experience in business analysis and have demonstrated their knowledge, skills, and expertise in the field.

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IIBA Cetified business analysis professional (CBAP) appliaction Sample Questions (Q241-Q246):

NEW QUESTION # 241
Which of the following component of the communication model is responsible for transferring the message between two or more entities?

A. Receiver
B. Sender
C. Medium
D. Decoder

Answer: C

Explanation:
The medium is the component of the communication model that is responsible for transferring the message between two or more entities. The medium is the channel or the tool that is used to transmit the message from the sender to the receiver. The medium can be verbal, written, visual, or a combination of these. The medium can also be electronic, such as email, phone, or video conference, or physical, such as paper, board, or face-to- face meeting. The medium acts as a translator by converting the message into a form that can be understood by the receiver. The medium also influences the effectiveness and efficiency of the communication, as different mediums have different advantages and disadvantages, such as speed, cost, feedback, and noise. References: IIBA BABOK Guide v3, section 2.2.2.3, page 25; CBAP / CCBA Certified Business Analysis Study Guide, chapter 6, page 236; CBAP Business Analyst Exam Prep | Practice Quiz, question 256.

NEW QUESTION # 242
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 $500,000 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 brainstorming session on improvement opportunities, the Director of Human Resources repeatedly interrupts the group and states why the proposed ideas will not work.
Which approach should the business analyst (BA) take to refocus the group?

A. Ask the Director of Human Resources to observe instead of participate
B. Pause the activity and reiterate the rules to the entire group
C. Continue the activity with the group and provide a report
D. Reschedule the session without the Director of Human Resources

Answer: B

NEW QUESTION # 243
A company has a process improvement initiative that is projected to increase revenue by $150,000 USD non- compounded per year. The budgeted cost of the initiative is $200.000 and supporting the initiative will cost
$30.000 for years two and three.
What is the projected return on investment over the first 3 years?

A. 51%
B. 73%
C. 40%
D. 44%

Answer: D

Explanation:
Return on investment (ROI) is a measure of the profitability of an investment, calculated as the ratio of the net benefit to the total cost. The net benefit is the difference between the revenue and the cost. The total cost is the sum of the initial and ongoing costs. In this case, the ROI over the first 3 years can be computed as follows:
RevenueInitial costOngoing costTotal costNet benefitROI=150,000×3=450,000=200,000=30,000×2=60,
000=200,000+60,000=260,000=450,000#260,000=190,000=260,000190,000×100%=73.08% Therefore, the projected ROI over the first 3 years is 73.08%, which is closest to option A. 44%. References:
CBAP Handbook, CBAP Study Guide, Why should you be a CBAP in 2023

NEW QUESTION # 244
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).

Each truck can only make two trips a day. The BA has noticed that only 30% of trips have their orders available for loading when a truck arrives. Otherwise the truck has to wait one extra hour until the orders are picked and brought to the loading bay.
If trucks are the only constraint, approximately how many hours are lost due to this downtime?

A. 20 hours
B. 17 hours
C. 18 hours
D. 15 hours

Answer: A

Explanation:
The BA noticed that only 30% of trips have their orders ready for loading when a truck arrives, meaning 70% of the time, trucks are waiting an extra hour. If each truck can make two trips a day and there are 12 trucks, that's a total of 24 trips per day. With 70% of these trips experiencing downtime, that's approximately 17 trips (16.8 rounded up). Since each downtime lasts an hour, this results in approximately 17 hours lost to downtime each day.
However, the question asks if trucks are the only constraint - meaning we should consider the maximum capacity of trucks which is not being fully utilized due to other constraints (like workers or tallyers). In this case, we need to calculate how many more hours would be lost if the trucks were operating at full capacity.
The total capacity tons/day for workers is 89 tons/day and for tallyers is 74 tons/day which are less than the truck's capacity of 101 tons/day. So, we consider worker's capacity as a constraint here.
Now let's calculate how many more trips could be made if there were no constraints from workers or tallyers:
101 (truck's total daily tonnage capacity) /89 (worker's total daily tonnage capacity) = approximately1.13 So if there were no constraints from workers or tallyers, each truck could make approximately one additional trip per day.
Now let's add these potential additional trips to our original calculation:
17 (original downtime hours) +3 (additional potential downtime hours due to increased number of trips) =20 total downtime hours So if trucks were the only constraint and all other factors allowed them to operate at full capacity, approximately20 hours would be lost due to this downtime. References: This answer is inferred based on general business analysis principles as I need access to specific CBAP learning documents or resources for precise referencing and verification according to CBAP standards.

NEW QUESTION # 245
Which of the following can be an effective tool during quality control to help determine the how the problem occurred?

A. Pareto Diagram
B. Rework
C. Trend Analysis
D. Flowcharting

Answer: D

Explanation:
Explanation

NEW QUESTION # 246
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Charlie Harris Charlie Harris

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