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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 design review meeting to discuss the future state, all stakeholders are in agreement except the Director of Human Resources. Who makes the final decision?

A.
All stakeholders must be in complete agreement
A.
All stakeholders must be in complete agreement
Answers
B.
The sponsor
B.
The sponsor
Answers
C.
The BA
C.
The BA
Answers
D.
Those identified in the governance approach
D.
Those identified in the governance approach
Answers
Suggested answer: D

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

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'.

Which of the following is included in performing a stakeholder analysis?

A.
Recommend excluding the Director of Human Resources as a stakeholder
A.
Recommend excluding the Director of Human Resources as a stakeholder
Answers
B.
Compare the expertise of the Director of Human Resources to other stakeholders
B.
Compare the expertise of the Director of Human Resources to other stakeholders
Answers
C.
Implement all of the Director of Human Resources suggestions to relieve tension
C.
Implement all of the Director of Human Resources suggestions to relieve tension
Answers
D.
Develop a risk plan to anticipate negative behavior from the Director of Human Resources
D.
Develop a risk plan to anticipate negative behavior from the Director of Human Resources
Answers
Suggested answer: B

A company with a big information technology (IT) department has hired a lead business analyst (BA) to enhance its business analysis practices. The lead BA discovers that sponsors are not satisfied with project outcomes. Developers complain about incomplete, ambiguous, and changing requirements. All stakeholders, including project managers, are blaming long cycles of analysis for the delays. The business analysts, in turn, feel overwhelmed with the number of projects and frustrated by the lack of collaboration from reviewers of their deliverables. All of the evidence is anecdotal and none of the groups could strongly substantiate their options.

What should the lead BA implement to identify areas of improvement?

A.
A BA time tracking system
A.
A BA time tracking system
Answers
B.
Templates for BAs to use
B.
Templates for BAs to use
Answers
C.
Workload plans of the BA
C.
Workload plans of the BA
Answers
D.
Key performance measures
D.
Key performance measures
Answers
Suggested answer: C

A company with a big information technology (IT) department has hired a lead business analyst (BA) to enhance its business analysis practices. The lead BA discovers that sponsors are not satisfied with project outcomes. Developers complain about incomplete, ambiguous, and changing requirements. All stakeholders, including project managers, are blaming long cycles of analysis for the delays. The business analysts, in turn, feel overwhelmed with the number of projects and frustrated by the lack of collaboration from reviewers of their deliverables. All of the evidence is anecdotal and none of the groups could strongly substantiate their options.

The lead BA wants the BAs to report anticipated and actual completion dates for their deliverables, as well as the time spent on planned and unplanned activities.

What is the lead BA trying to do by analyzing the results of such measurements?

A.
Establish an equitable compensation system
A.
Establish an equitable compensation system
Answers
B.
Identify typical missing or wasteful activities
B.
Identify typical missing or wasteful activities
Answers
C.
Ensure even workloads of the BA
C.
Ensure even workloads of the BA
Answers
D.
Motivate the BA to work better
D.
Motivate the BA to work better
Answers
Suggested answer: C

A company with a big information technology (IT) department has hired a lead business analyst (BA) to enhance its business analysis practices. The lead BA discovers that sponsors are not satisfied with project outcomes. Developers complain about incomplete, ambiguous, and changing requirements. All stakeholders, including project managers, are blaming long cycles of analysis for the delays. The business analysts, in turn, feel overwhelmed with the number of projects and frustrated by the lack of collaboration from reviewers of their deliverables. All of the evidence is anecdotal and none of the groups could strongly substantiate their options.

Even after dozens of reviews, some stakeholders refuse to sign off on the requirements specification documents because of a few questionable requirements.

This puts the projects at risk and creates tension between the participants. What should the lead BA do first?

A.
Set limits on duration of sign-offs and the number of reviews
A.
Set limits on duration of sign-offs and the number of reviews
Answers
B.
Track approvals at the level of individual requirements
B.
Track approvals at the level of individual requirements
Answers
C.
Escalate the problem to the executive management
C.
Escalate the problem to the executive management
Answers
D.
Offer the stakeholders incentives to sign off documents sooner
D.
Offer the stakeholders incentives to sign off documents sooner
Answers
Suggested answer: B

A large insurance company wants to buy a new claims processing system or upgrade one of its two existing systems. Each year the claims department is given a $3,5 million budget to spend. Time is of the essence since there are some regulatory changes that will be coming the following year that will require several features that currently neither one of the two claims systems currently support.

There are eight stakeholders involved in this initiative. There are local to where the claim systems are managed, while five are located across the country. The business analyst (BA) struggled to get all stakeholders to agree on the desired features but ultimately got agreement on ten identified key features for the new claims systems. The BA was able to build a current state and future state process model which included all ten key features.

System A processes 75% of the company's claims. It is 5 years old and the claim processors love it because it is easy to use. However it must go offline for two hours each day. The code is very modular so it does have flexibility to be modified. To upgrade system A to have all ten features it would cost %5 million. System

A would be at capacity if it were to process all of the company's claims.

System B processes 25% of the company's claims. It is an older mainframe system, but rarely goes offline. It could easily handle double the number of claims that system A processes. However, it has a lot of legacy code and would cost $6 million to upgrade.

Both systems have some of the ten desired key features. But neither system has all ten. The cost to buy a new system would be $7 million.

Below is the estimated cost for each feature in priority order.

During elicitation the BA must understand the non-functional requirements. What non-functional requirements does System B support over System A?

A.
Compatibility
A.
Compatibility
Answers
B.
Scalability
B.
Scalability
Answers
C.
Compliance
C.
Compliance
Answers
D.
Usability
D.
Usability
Answers
Suggested answer: D

A large insurance company wants to buy a new claims processing system or upgrade one of its two existing systems. Each year the claims department is given a $3,5 million budget to spend. Time is of the essence since there are some regulatory changes that will be coming the following year that will require several features that currently neither one of the two claims systems currently support.

There are eight stakeholders involved in this initiative. There are local to where the claim systems are managed, while five are located across the country. The business analyst (BA) struggled to get all stakeholders to agree on the desired features but ultimately got agreement on ten identified key features for the new claims systems. The BA was able to build a current state and future state process model which included all ten key features.

System A processes 75% of the company's claims. It is 5 years old and the claim processors love it because it is easy to use. However it must go offline for two hours each day. The code is very modular so it does have flexibility to be modified. To upgrade system A to have all ten features it would cost %5 million. System

A would be at capacity if it were to process all of the company's claims.

System B processes 25% of the company's claims. It is an older mainframe system, but rarely goes offline. It could easily handle double the number of claims that system A processes. However, it has a lot of legacy code and would cost $6 million to upgrade.

Both systems have some of the ten desired key features. But neither system has all ten. The cost to buy a new system would be $7 million.

Below is the estimated cost for each feature in priority order.

If the budget for the initiative was firm, what is a feasible solution to make sure the project stays within budget?

A.
Upgrade system B with the first 8 features
A.
Upgrade system B with the first 8 features
Answers
B.
Buy the new system with only the first 5 features
B.
Buy the new system with only the first 5 features
Answers
C.
Upgrade system A with the first 8 features
C.
Upgrade system A with the first 8 features
Answers
D.
Buy the new system with only the first 7 features
D.
Buy the new system with only the first 7 features
Answers
Suggested answer: A

A large insurance company wants to buy a new claims processing system or upgrade one of its two existing systems. Each year the claims department is given a $3,5 million budget to spend. Time is of the essence since there are some regulatory changes that will be coming the following year that will require several features that currently neither one of the two claims systems currently support.

There are eight stakeholders involved in this initiative. There are local to where the claim systems are managed, while five are located across the country. The business analyst (BA) struggled to get all stakeholders to agree on the desired features but ultimately got agreement on ten identified key features for the new claims systems. The BA was able to build a current state and future state process model which included all ten key features.

System A processes 75% of the company's claims. It is 5 years old and the claim processors love it because it is easy to use. However it must go offline for two hours each day. The code is very modular so it does have flexibility to be modified. To upgrade system A to have all ten features it would cost %5 million. System

A would be at capacity if it were to process all of the company's claims.

System B processes 25% of the company's claims. It is an older mainframe system, but rarely goes offline. It could easily handle double the number of claims that system A processes. However, it has a lot of legacy code and would cost $6 million to upgrade.

Both systems have some of the ten desired key features. But neither system has all ten. The cost to buy a new system would be $7 million.

Below is the estimated cost for each feature in priority order.

What kind of analysis must the BA do to determine if one of the systems is better suited to be modified and upgraded?

A.
Stakeholder Analysis
A.
Stakeholder Analysis
Answers
B.
Decision Analysis
B.
Decision Analysis
Answers
C.
Process Analysis
C.
Process Analysis
Answers
D.
Risk Analysis
D.
Risk Analysis
Answers
Suggested answer: D

A large insurance company wants to buy a new claims processing system or upgrade one of its two existing systems. Each year the claims department is given a $3,5 million budget to spend. Time is of the essence since there are some regulatory changes that will be coming the following year that will require several features that currently neither one of the two claims systems currently support.

There are eight stakeholders involved in this initiative. There are local to where the claim systems are managed, while five are located across the country. The business analyst (BA) struggled to get all stakeholders to agree on the desired features but ultimately got agreement on ten identified key features for the new claims systems. The BA was able to build a current state and future state process model which included all ten key features.

System A processes 75% of the company's claims. It is 5 years old and the claim processors love it because it is easy to use. However it must go offline for two hours each day. The code is very modular so it does have flexibility to be modified. To upgrade system A to have all ten features it would cost %5 million. System

A would be at capacity if it were to process all of the company's claims.

System B processes 25% of the company's claims. It is an older mainframe system, but rarely goes offline. It could easily handle double the number of claims that system A processes. However, it has a lot of legacy code and would cost $6 million to upgrade.

Both systems have some of the ten desired key features. But neither system has all ten. The cost to buy a new system would be $7 million.

Below is the estimated cost for each feature in priority order.

If System A is unanimously selected to be the system for upgrade but the technical lead says that System A will have to be taken offline for 3 months, what kind of strategy should the project team develop while System A is offline?

A.
Change
A.
Change
Answers
B.
Competitive
B.
Competitive
Answers
C.
Organizational
C.
Organizational
Answers
D.
Stakeholder
D.
Stakeholder
Answers
Suggested answer: A
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