Practice Free Certified Business Analyst Exam Online Questions
After completing requirements gathering session for a Sales Cloud implementation, the business analyst (BA) has started to write user stories.
During an internal user story grooming session, the project manager decided that each user story must:
* Be assigned a level of effort
* Be demonstrated to the stakeholder
* Have documented deployment steps
Where should the DA capture these requirements?
- A . Definition of done
- B . Assumptions
- C . Acceptance criteria
A
Explanation:
This answer states that definition of done is where the BA should capture these requirements after writing user stories for developing a solution for managing leads in Sales Cloud at UC: be assigned a level of effort, be demonstrated to the stakeholder, and have documented deployment steps.
Definition of done is a set of criteria that defines when a user story or a task is completed and ready for deployment or delivery. Capturing these requirements in the definition of done means that the BA specifies that a user story or a task must meet or pass these criteria in order to be considered done. Capturing these requirements in the definition of done is where the BA should do it after writing user stories because it helps the BA to clarify and communicate the expectations and standards of the user stories or tasks, and to ensure that they are met or passed.
Reference: https://trailhead.salesforce.com/en/content/learn/modules/salesforce-business-analyst-quick-look/use-user-stories-to-capture-requirements
The business analyst (BA) at Northern Trail Outfitters is writing user stories for a Service Cloud implementation.
In which order should the BA arrange the three components of a user story?
- A . I want <xyz>, as a <xyz>, so that <xyz>
- B . As a <xyz>, I want <xyz>, so that <xyz>
- C . I want <xyz>, so that <xyz>, for a <xyz>
B
Explanation:
This is the correct order for arranging the three components of a user story. The first component is “As a <xyz>”, which specifies the role or persona of the user who will benefit from the user story. The second component is “I want <xyz>”, which describes the goal or feature that the user wants to achieve or use. The third component is “so that <xyz>”, which explains the reason or value behind the goal or feature for the user.
Reference: https://trailhead.salesforce.com/content/learn/modules/user-story-creation/write-user-stories
Which tool is used to create reports, incorporate filters and select the Report Type?
- A . Data Loader
- B . Report Builder
- C . A csv file that will then get imported.
- D . Report Composer
B
Explanation:
Report Builder is the tool used to create reports, incorporate filters and select the Report Type. Data Loader is a tool used to import and export data in Salesforce. A csv file is a file format that can be used to import or export data in Salesforce, but it is not a tool to create reports. Report Composer is not a valid tool in Salesforce.
Reference: https://help.salesforce.com/s/articleView?id=sf.reports_builder_overview.htm&type=5
The Salesforce delivery team at Cloud Kicks consistently has user stories that developers start but are unable to complete during each sprint. During the most recent retrospective, the development team expressed that they are running out of time to complete the stories. The team used the INVEST checklist to diagnose why these stories are incomplete at the end of the sprint.
Which checklist item is the most likely reason why the stories are incomplete at the close of the sprint?
- A . Negotiable
- B . Valuable
- C . Small
C
Explanation:
The checklist item that is the most likely reason why the stories are incomplete at the close of the sprint is small. Small means that a user story should be simple and concise, and it should be able to be completed within a single sprint by a single developer or a small team. A user story that is too large or complex may be difficult to estimate, prioritize, test, or deliver within the sprint timeframe. A user story that is too small may be trivial, redundant, or irrelevant to the project goals. A user story that is not small enough may need to be broken down into smaller and more manageable chunks.
Reference: https://trailhead.salesforce.com/content/learn/modules/user-story-creation/write-user-stories
A business analyst (BA) at Cloud Kicks is preparing for a user acceptance testing (UAT) session to release a record-triggered flow that notifies account and opportunity owners once a quote has been accepted.
What should the BA do during UAT to ensure the solution meets the requirements?
- A . Work with subject matter experts to perform UAT in a sandbox.
- B . Work with the solution architect to perform unit testing in a sandbox.
- C . Work with the quality assurance (QA) team to perform UAT in a sandbox.
A
Explanation:
This answer states that working with subject matter experts to perform UAT in a sandbox is what the BA should do during UAT to ensure that a record-triggered flow that notifies account and opportunity owners once a quote has been accepted meets the requirements for Cloud Kicks. Subject matter experts are people who have specialized knowledge or skills in a specific domain or area, such as sales, service, marketing, or accounting. Working with subject matter experts can help the BA to test and validate that the record-triggered flow works as expected and meets their needs and expectations. A sandbox is a copy of a Salesforce org that is used for development, testing, or training purposes. Performing UAT in a sandbox can help the BA to test and validate the record-triggered flow in a safe and isolated environment, without affecting the production org or data.
Reference: https://trailhead.salesforce.com/en/content/learn/modules/salesforce-business-analyst-quick-look/use-stakeholder-engagement-skills
The Salesforce team at Cloud Kicks (CK) is reviewing the sales team’s business processes. During a review session, the business analyst notices that quantifiable benchmarks have yet to be established.
Why is it a best practice to establish benchmarks to evaluate existing processes?
- A . Proves processes are out of date and require a new solution
- B . Compares processes against CK’s closest competitors
- C . Shows tangible impact from changes to processes
C
Explanation:
The best practice to establish benchmarks to evaluate existing processes is to show tangible impact from changes to processes. Benchmarks are quantifiable measures that can be used to compare current performance with desired performance or best practices. They can help CK evaluate how effective its sales processes are, identify gaps or opportunities for improvement, and measure the results or benefits of process changes. Proving processes are out of date and require a new solution is not a best practice, but a potential outcome of benchmarking. Comparing processes against CK’s closest competitors is not a best practice, but a possible source of benchmarking data.
Reference:
https://trailhead.salesforce.com/content/learn/modules/salesforce-business-analyst-certification-prep/business-process-mapping
https://trailhead.salesforce.com/content/learn/modules/salesforce-business-analyst-certification-prep/user-acceptance
The Salesforce team at Cloud Kicks (CK) is reviewing the sales team’s business processes. During a review session, the business analyst notices that quantifiable benchmarks have yet to be established.
Why is it a best practice to establish benchmarks to evaluate existing processes?
- A . Proves processes are out of date and require a new solution
- B . Compares processes against CK’s closest competitors
- C . Shows tangible impact from changes to processes
C
Explanation:
The best practice to establish benchmarks to evaluate existing processes is to show tangible impact from changes to processes. Benchmarks are quantifiable measures that can be used to compare current performance with desired performance or best practices. They can help CK evaluate how effective its sales processes are, identify gaps or opportunities for improvement, and measure the results or benefits of process changes. Proving processes are out of date and require a new solution is not a best practice, but a potential outcome of benchmarking. Comparing processes against CK’s closest competitors is not a best practice, but a possible source of benchmarking data.
Reference:
https://trailhead.salesforce.com/content/learn/modules/salesforce-business-analyst-certification-prep/business-process-mapping
https://trailhead.salesforce.com/content/learn/modules/salesforce-business-analyst-certification-prep/user-acceptance
Reports
Which best practice was ignored?
- A . The "who" of the user story is well-defined.
- B . The "why’’ of the user story is focused on user needs.
- C . The ‘’what’’ of the acceptance criteria is negotiable.
C
Explanation:
A use case is a type of documentation that describes how a user interacts with a system to achieve a specific goal. It is written from the user’s point of view and follows a standard format of “A [user role] wants to [goal] by [steps]”. A use case helps to capture the user’s needs and expectations from the system and provides a basis for developing test cases and acceptance criteria. A BA should use use cases to document how users will interact with the system and what outcomes they expect from it.
Reference: https://trailhead.salesforce.com/en/content/learn/modules/business-analysis-functional-requirements/write-use-cases
This answer points out that the previous VP’s requirements may differ from those of the new executive as the largest risk with this approach of using the inherited requirements in lieu of a traditional discovery process for a Sales Cloud implementation. Requirements are statements that describe what a solution must do or have to meet the needs and expectations of the stakeholders or users. Requirements may change over time due to various factors, such as business goals, market trends, customer feedback, or stakeholder preferences. Using the previous VP’s requirements without validating them with the new executive may result in a solution that does not align with their vision, strategy, or value proposition.
Reference: https://trailhead.salesforce.com/en/content/learn/modules/salesforce-business-analyst-quick-look/use-user-stories-to-capture-requirements
A Salesforce business analyst (BA) has recently joined a new project to improve the Sales Cloud implementation at Cloud Kicks. The BA wants to quickly introduce new functionality to impress the customer.
Which action should the BA take?
- A . Demo standard features and elicit feedback from the customer.
- B . Update the page layouts to show the most relevant information at the top.
- C . Scope the development of an integration with enterprise resource planning (ERP)
A
Explanation:
The action that the business analyst should take to quickly introduce new functionality to impress the customer is to demo standard features and elicit feedback from the customer. Demoing standard features means showing the customer how Sales Cloud can provide out-of-the-box functionality that meets their needs or expectations without requiring extensive customization or development. Eliciting feedback means asking the customer for their opinions or suggestions on how Sales Cloud can improve their sales process or performance. Demoing standard features and eliciting feedback helps to quickly introduce new functionality to impress the customer by demonstrating the value and benefits of Sales Cloud, as well as engaging and involving the customer in the solution design and delivery.
Reference: https://trailhead.salesforce.com/content/learn/modules/salesforce-business-analyst-certification-prep/customer-discovery
A business analyst (BA) is in the process of documenting requirements.
The BA wrote the following user story:
"As a sales team manager, I want the ability to access reports on Sales Cloud to evaluate if the team’s daily activities are meeting the set goals.’’
Which acceptance criteria is most appropriate for this user story?
- A . Able to monitor the sales team’s performance
- B . Able to click the Run button on sales reports
- C . Able to view the sales team’s reports