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IIBA IIBA-AAC Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Agile Mindset30%- Value delivery focus
- Adaptability and continuous improvement
- Collaboration and communication
- Agile principles and values
Topic 2: Initiative Horizon25%- Risk and uncertainty management
- Defining scope and objectives
- Planning and estimating
- Requirements discovery and analysis
Topic 3: Strategy Horizon10%- Stakeholder analysis and engagement at strategic level
- Aligning agile work with organizational strategy
- Identifying and prioritizing value
Topic 4: Delivery Horizon35%- Validation and verification
- Adapting requirements during delivery
- Techniques for agile analysis
- Elicitation and collaboration techniques
- Iterative requirements development

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IIBA Agile Analysis Certification Sample Questions (Q153-Q158):

NEW QUESTION # 153
While quality checking the written user stories, the team ensures one of the components included in the attributes of a user story is:

Answer: A

Explanation:
Reference: https://www.yodiz.com/blog/user-story-characteristics-in-agile-scrum-methodology/


NEW QUESTION # 154
The team is discussing one of the six key terms used to discuss both business analysis and its relationship with common terminology. Specifically, they are discussing what can cause changes by motivating stakeholders to act. This team is discussing:

Answer: B

Explanation:
========= In the Business Analysis Core Concept Model (BACCM) , Needs are defined as the problems or opportunities that motivate stakeholders to act. A need represents a gap between the current state and a desired future state that has potential value. Because needs are the primary drivers of change, understanding them is fundamental to agile analysis across all three horizons. Motivations can range from internal operational inefficiencies to external market threats or regulatory requirements. By identifying and articulating the underlying need, the practitioner helps the organization focus its efforts on work that will trigger meaningful and beneficial transformation. This concept ensures that all initiatives are grounded in a clear purpose, preventing the team from building solutions that do not have a compelling reason to exist.


NEW QUESTION # 155
During a project to improve efficiency at a customer service center, the product owner has established that a
15% improvement on a set of 5 measures is the target for a particular initiative. They meet this goal and move on to a new initiative. If they had not moved to a new goal, what agile analysis principle would they be ignoring?

Answer: A

Explanation:
The agile principle of Avoid Waste dictates that teams should stop work on an initiative once the desired outcome has been achieved and additional effort would yield diminishing returns. In this scenario, the team met its specific target of 15% improvement. Continuing to work on that same initiative in hopes of achieving, for example, 16% or 17% might require significant resources that could be better used to address a different, higher-priority business need. By moving on to a new initiative, the team ensures they are maximizing the value delivered to the organization and not wasting time on " gold-plating " or over-engineering a solution that has already met its success criteria. This focus on efficiency and value-maximizing is a core component of the agile mindset, emphasizing that work not done is just as important as work completed.


NEW QUESTION # 156
Wanting to ensure the delivery team is working as productively as possible, they decide backlog items, including user stories, should be:

Answer: D

Explanation:
Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (12)


NEW QUESTION # 157
One agile principle the team adopts is to consider the capabilities of the technology, skills of the team, and time to deliver the solution. The goal of this is:

Answer: D

Explanation:
The principle of Understanding What is Doable requires the team to make planning and delivery decisions based on a realistic assessment of their current environment and constraints. This involves analyzing the available technology stack, the specific technical skills within the team, and the time available for the delivery cycle. By acknowledging these factors, the team can avoid over-committing to work that cannot be realistically completed, which helps maintain high morale and stakeholder trust. In agile analysis, this principle is applied at all horizons to ensure that the backlog is not just a list of " wishes " but a set of actionable items that the team is capable of delivering. Grounding decisions in " what is doable " allows the organization to focus on delivering high-quality increments within its actual capacity while identifying areas where skills or technology may need to be improved for future growth.


NEW QUESTION # 158
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