CBAP® · IIBA · Strategy Analysis · Bank updated 2026-10-12
CBAP® practice questions: Strategy Analysis
5 free questions from 43 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Strategy Analysis section of our CBAP® bank (43 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.
Free: 6 questions in study mode, no card. All 43 Strategy Analysis questions and the full CBAP® bank: $15 one-time.
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
Answer: A. 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.
Source: BABOK v3 — Strategy Analysis
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
BScope Modelling
CEstimation
DRisk Analysis and Management
Answer: B. 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.
Source: BABOK v3 — Strategy Analysis
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 customs regulation and the driver loss belong to a separate initiative with its own current-state analysis.
CDefer both items to Risk Analysis, since the customs regulation and the loss of two fleet drivers are uncertainties about the change to be handled as risks rather than as factors in the current state.
DRecord both items only in the future-state description, as external and internal factors the firm will decide how to respond to once the warehouse-management solution is scoped.
Answer: A. 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.
Source: BABOK v3 — Strategy Analysis
4/5 · Strategy Analysis
Before defining any change, a BA needs to establish how well the current claims-handling solution is performing so the magnitude of the problem can be quantified. The current state lacks reliable performance data. What should the BA prioritize as part of analyzing the current state?
ASkip performance measurement and proceed to define the future state, since metrics and key performance indicators belong to solution evaluation later.
BEstablish current performance levels using metrics and key performance indicators so the baseline against which value will later be judged is credible.
CSet target performance levels for claims handling first, and back-calculate the current-state baseline from those targets so the problem can be quantified.
DAdopt the vendor's benchmark figures as the current performance baseline for claims handling, regardless of the local data the solution produces.
Answer: B. Analyze Current State includes assessing how the existing solution performs, using metrics and KPIs to set a baseline. This baseline grounds the business need quantitatively and provides the reference point against which future-state potential value and later realized value are evaluated.
Source: BABOK v3 — Strategy Analysis
5/5 · Strategy Analysis
While facilitating a future-state workshop, a business analyst captures the following statements from executives: (1) 'We want to be recognized as the most trusted online pharmacy in the region.' (2) 'Reduce average prescription fulfilment time from 48 hours to 12 hours within the next nine months.' (3) 'Improve customer experience.' The analyst must organize these into the future-state description correctly. Which classification is consistent with how BABOK treats business goals and business objectives?
AStatements 1 and 2 are business objectives because they describe desired outcomes; statement 3 is the only true business goal
BStatement 3 is a business objective because customer experience is a measurable KPI, while 1 and 2 are goals
CStatement 2 is a business objective; statements 1 and 3 are business goals that must later be refined into measurable objectives
DAll three are business goals, because in the future state goals are always defined before any solution is selected
Answer: C. In Define Future State, business goals are broad, qualitative, long-term states an enterprise seeks (e.g., being the most trusted pharmacy, improving experience). Business objectives refine those goals into specific, measurable, achievable, relevant and time-bound statements. The 48-to-12-hour, nine-month fulfilment target is already SMART, so it is an objective; the trust and experience statements remain goals until decomposed into measurable objectives.
Source: BABOK v3 — Strategy Analysis
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