IIBA-CPOA practice questions: Delivery Horizon (Product)

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These 5 questions come from the Delivery Horizon (Product) section of our IIBA-CPOA bank (74 questions on this area). Every question is original, with the correct answer explained and linked to the source it is drawn from.

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1/5 · Delivery Horizon (Product)

A POA practitioner joins the team's iteration planning session. The release plan has already settled which features the team is building this release and in what order. With that context fixed, which question is the practitioner most appropriately working to answer during this delivery-horizon session?

AWhat aspects of the selected features should be worked on, in what order, and is there enough to deliver?

BShould the existing initiative be continued, changed, or cancelled based on its outcomes?

CIs the underlying business need worth satisfying, and should a new initiative be created?

DWhich features should be delivered across the release and in what order should they appear?

Show answer & explanation

A is correct. The delivery horizon asks: what aspects of the features should be worked on and in what order, and is there enough to deliver? Selecting which features go into a release and their order is initiative-horizon work, while judging whether a need is worth satisfying or whether an initiative should start belongs to the strategy and initiative horizons respectively.
↗ IIBA Product Ownership Analysis guidance — Delivery Horizon (Product)

2/5 · Delivery Horizon (Product) · hard

To hit several iteration deadlines, a team has repeatedly taken implementation shortcuts, and now each new story takes longer because of the accumulated compromises. A stakeholder insists all capacity go to new features. As the POA practitioner accountable for sustained value, what is the most appropriate stance?

AReclassify the debt as a separate initiative for a future year so it does not affect current planning

BHide the debt from stakeholders and continue shipping only new features as requested

CMake the accumulated technical debt visible and allocate iteration capacity to address it so the team's ability to deliver value is sustained

DStop all feature work indefinitely until every shortcut in the codebase is eliminated

Show answer & explanation

C is correct. Accumulated technical debt that increases the cost of each new story is a direct threat to sustained value delivery. The practitioner should make the debt visible and negotiate capacity to address it, balancing repayment against new features. Hiding it, freezing all features, or pushing it to a far-future initiative each either erode transparency or let the slowdown compound.
↗ IIBA Product Ownership Analysis guidance — Delivery Horizon (Product)

3/5 · Delivery Horizon (Product)

During iteration planning, a team takes a committed story and breaks it into a checklist of activities such as 'create the database migration,' 'wire the API endpoint,' and 'add the form validation.' A practitioner observes that these items, individually, deliver no user-visible value but represent the work to complete the story. What level of decomposition has the team produced?

AEpics, because the story has been broken into smaller user-facing stories

BTasks, the execution-level breakdown of a story that the team uses to organize and track its own work within the iteration

CThemes, because grouping the activities organizes them under a common strategic objective

DFeatures, because each activity describes a capability the product will offer

Show answer & explanation

B is correct. Within the delivery horizon, features decompose into stories that deliver user value, and committed stories decompose into tasks, which are the internal execution activities the team uses to organize and track its own work during the iteration. Tasks deliberately need not be independently valuable.
↗ IIBA Product Ownership Analysis guidance — Delivery Horizon (Product)

4/5 · Delivery Horizon (Product)

A story states: 'As an administrator, I can create, view, update, and delete user accounts.' It is too large for one iteration, and the practitioner wants a split where the first resulting slice delivers usable, demonstrable value on its own. Which split follows a recognized story-splitting pattern?

ASplit by environment so a development-only version ships before the production version

BSplit into a front-end story and a back-end story handled in different iterations

CSplit by operation so 'create and view accounts' ships first, with update and delete as later slices

DSplit into a 'requirements analysis story' and an 'implementation story'

Show answer & explanation

C is correct. The CRUD operations splitting pattern divides a story along its create, read, update, and delete operations, allowing the most valuable operations (e.g., create and view) to ship first as an independently demonstrable slice. Front-end/back-end and analysis/implementation splits are horizontal or phase-based anti-patterns, and environment-based splitting delivers no end-user value.
↗ IIBA Product Ownership Analysis guidance — Delivery Horizon (Product)

5/5 · Delivery Horizon (Product)

Before writing detailed acceptance criteria for a complex story, a business analyst facilitates a session in which the team uses colored index cards to capture the story's business rules, concrete examples that illustrate each rule, and open questions that still need answers. What technique is being used?

AExample mapping

BAffinity estimation

CImpact mapping

DStory mapping

Show answer & explanation

A is correct. Example mapping is a lightweight, collaborative technique that uses rule, example, and question cards to deepen shared understanding of a story and identify gaps before acceptance criteria are written.
↗ IIBA Product Ownership Analysis guidance — Delivery Horizon (Product)

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Other IIBA-CPOA areas

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Strategy Horizon (Product)75 q Initiative Horizon (Product)74 q Product Ownership Practices76 q

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