CBAP® · IIBA · Strategy Analysis · Bank updated 2026-07-02
CBAP® practice questions: Strategy Analysis
5 free questions from 42 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Strategy Analysis section of our CBAP® bank (42 questions on this area, which carries 15% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
1/5 · Strategy Analysis · easy
An insurer's executive team wants to understand which parts of the business are underperforming relative to their strategic importance, independent of how the work is currently organized into departments or processes. They ask the business analyst to produce a view that maps performance gaps to areas of strategic value so investment can be prioritized. Which Strategy Analysis technique is most appropriate?
ABusiness Capability Analysis
BInterface Analysis
CProcess Modelling
DData Flow Diagrams
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A is correct. Business Capability Analysis provides a stable, structure-independent view of what an enterprise is able to do, and it is explicitly used to identify performance gaps and prioritize capabilities according to their value and strategic importance. Process modelling, interface analysis, and data flow diagrams all operate at a more detailed, structure- or activity-specific level and do not deliver the capability-versus-value perspective the executives requested.
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2/5 · Strategy Analysis
During Define Future State for a new claims-handling capability, stakeholders keep adding requests, and the team is unsure which functions, data, and external interfaces the change will actually include. The sponsor asks the business analyst to produce something that clearly draws the boundary of what is in and out of the proposed change so the rest of analysis can proceed without constant scope arguments. Which technique most directly produces this?
AVendor Assessment, to compare suppliers who could deliver the claims-handling capability
BScope Modelling, to define the boundaries of the change and show what is included in and excluded from the solution scope
CEstimation, to forecast the effort required to deliver each requested function
DRisk Analysis and Management, to log and prioritize the uncertainties in the claims process
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B is correct. Scope Modelling defines the boundaries of an organizational unit, process, or change, distinguishing what is inside the solution scope from what lies outside. In Define Future State it gives stakeholders a shared, explicit boundary, reducing scope churn so subsequent analysis can proceed on a stable basis.
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3/5 · Strategy Analysis
A regional logistics firm asks a BA to document the current state before any solution is scoped. The sponsor insists the current-state description focus only on the warehouse-management process that is failing. The BA notes that a recent change in national customs regulations and the loss of two key fleet drivers are also shaping how the firm operates today. The sponsor argues these are 'out of scope' because they are not part of the process. What is the BA's most appropriate response regarding the current-state description?
AInclude the customs regulation as an external influencer and the driver loss as an internal asset/resource constraint, because the current state must capture the internal and external factors relevant to the change.
BLimit the current-state description to the warehouse-management process, since the sponsor owns the scope and the regulatory and staffing items belong to a separate initiative.
CDefer both items to Risk Analysis, since regulations and staffing are uncertainties rather than parts of the present situation.
DRecord both items only in the future-state description, where the firm will decide how to respond to them.
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A is correct. Analyze Current State establishes a baseline by understanding the enterprise as it exists, including internal assets (people, processes, resources) and external influencers (industry, regulatory, technology, market forces). Factors that materially shape how the enterprise operates today belong in the current-state description regardless of whether they fall inside a single process the sponsor wants to fix.
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4/5 · Strategy Analysis
A BA has a validated current-state description and an approved future-state description for an order-fulfilment capability. Before recommending how to bridge them, the BA wants to identify exactly which capabilities are missing, which must change, and which can be retired. Which technique is most directly suited to producing this comparison as input to the change strategy?
AGap analysis, comparing current-state and future-state capabilities to identify the differences that the change must address.
BBalanced scorecard, to communicate strategic performance measures to executives.
CRoot cause analysis, to determine why the current fulfilment process underperforms.
DFunctional decomposition, to break the future solution into components.
Show answer & explanation
A is correct. Gap analysis is used within Strategy Analysis to compare the current and future states and identify the gaps—capabilities to add, modify or remove—that the change strategy must address. Identifying precisely what differs between the two states is its defining purpose.
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5/5 · Strategy Analysis · hard
A logistics firm is replacing its dispatch platform. The vendor's product can route, track, and bill shipments. Leadership has decided the change will also retrain dispatchers, decommission two legacy systems, renegotiate driver contracts, and migrate three years of historical data — all of which are necessary to reach the future state, though some fall outside what the new platform itself does. A junior analyst keeps using the terms 'change scope', 'solution scope', and 'product scope' interchangeably in the change strategy document, causing confusion in steering meetings. Which clarification best reflects how BABOK distinguishes these in Define Change Strategy?
AProduct scope is the broadest because the product drives the project; solution scope is the configured product, and change scope is limited to the data migration and training tasks
BChange scope is the broadest boundary covering everything needed to transition from current to future state; solution scope is the set of capabilities the solution will deliver; product scope is narrower still, describing the features and functions of a specific product within the solution
CAll three terms describe the same boundary at different times: change scope before approval, solution scope during design, and product scope after deployment
DSolution scope is the broadest boundary because the solution is what the organization is paying for; change scope and product scope are subsets that describe implementation tasks and vendor features respectively
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B is correct. Define Change Strategy requires the BA to bound the work correctly. Change scope is the widest boundary — it includes process redesign, retraining, decommissioning, contract changes and data migration needed to reach the future state. Solution scope sits inside it and defines what the solution delivers. Product scope is the most granular, describing the features of an individual product. Keeping these nested boundaries distinct prevents steering committees from confusing organizational change work with vendor product capabilities.
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