IIBA AAC

About the IIBA-AAC Certification

The IIBA Agile Analysis Certification helps you master skills for agile projects, boosting your confidence for the exam and real-world scenarios.

Who Benefits?

Why It Matters

Professionals eager to work in agile teams find this certification essential; it sharpens skills that drive successful project delivery.

FAQs

What is IIBA-AAC?

It’s a certification for Agile business analysis skills.

Who should take it?

Professionals working with Agile projects or preparing for Agile roles.

How hard is the exam?

The exam is moderately challenging with scenario-based questions testing real-world Agile analysis skills.

What are prerequisites?

You need some Agile experience and knowledge of business analysis basics.

How long is the exam?

The exam lasts 90 minutes with 85 multiple-choice questions.

Q1.

Which aspect of a well-written user story makes it valuable for teams?

A: It sparks meaningful conversation among the team.

Q2.

During a team meeting, the group discusses a technique that compares customer benefits, direct costs, and opportunity costs. What technique is this?

A: Value Modeling.

Q3.

A team is discussing six core terms that help explain business analysis and its relationship to common terminology. Where are these terms defined?

A: In the Business Analysis Core Concept Model (BACCM).

Q4.

While delivering a high-priority component, the team learns new information about the need and how well the component fits. What should they do with these learnings?

A: Use them to refine the remaining components.

Q5.

A team member wrote a full user guide for a feature that was never developed and later dropped. What key value did they overlook?

A: Prioritizing working solutions over documentation.

Q6.

The team regularly stops to inspect outcomes and improve its processes. What does this behavior demonstrate?

A: They are working in an Agile context.

Q7.

A product owner wants to identify potential epics and initiatives and brings the team together to visualize activities and themes. What technique is commonly used?

A: Story Mapping.

Q8.

How does a team demonstrate that they value customer collaboration over contract negotiation?

A: By continuously refining their understanding of the need using stakeholder feedback.

Q9.

A team shifts work to a different initiative because completed deliverables are not strongly contributing to the goal. What Agile value are they demonstrating?

A: Responding to change.

Q10.

Why might a delivery team choose to use a product roadmap?

A: To align increments with the product vision.

Q11.

At the strategy level, the team wants stakeholders to support collaboration and continuous improvement. What should they use?

A: Reviews.

Q12.

The Agile principle “see the whole” aligns with which BACCM core concept?

A: Context.

Q13.

During a planning workshop, the team discusses “What outcomes are we driving now?” At which horizon are they working?

A: Initiative Horizon.

Q14.

When the product owner decides enough value has been delivered, what should the sponsor do next?

A: Cancel future work on the initiative to avoid waste.

Q15.

A team removes non-value activities to revise goals. Which Agile value is this?

A: Customer collaboration.

Q16.

On a story map, what does the “time” dimension represent?

A: The sequence of activities a user follows.

Q17.

Team reviews their last two weeks of work, analyzes what went well and what didn’t, and decides improvements. What’s this an example of?

A: Stimulating collaboration and continuous improvement.

Q18.

How do strategic decision-makers simplify large and complex information?

A: By using models.

Q19.

When recommending options at the Initiative Horizon, what does the team provide decision makers?

A: Just enough information to make an accurate and informed decision.

Q20.

At the Strategy Horizon, what key upfront question must the team answer?

A: Is this need worth satisfying?

Q21.

What are the two key components for assessing options at the Initiative Horizon?

A: A shared understanding of the need and a broad description of solution options.

Q22.

A sponsor evaluates data from a new product launch and considers organizational risks and opportunities. What choices do they have?

A: Start a new initiative, adjust resources for an existing one, or cancel an existing initiative.

Q23.

As a solution evolves, the team expands and refines customer scenarios. Which Agile principle does this reflect?

A: Get Real Using Examples.

Q24.

In fast-paced environments, how should prioritization change when the product owner receives new information?

A: It should change frequently.

Q25.

An organization wants products that better resonate with customers. What should the team develop first?

A: Personas.

Q26.

Which statement best describes the Strategy Horizon?

A: The Agile mindset stays the same, but a specific set of strategic principles guides the work.

Q27.

Where is speed and accuracy of analysis most important?

A: Delivery Horizon.

Q28.

“Get real using examples” aligns with which BACCM concept?

A: Need.

Q29.

What does “breadth before depth” mean when breaking down stories?

A: Start from business goals and decompose into smaller user stories that deliver increments of value.

Q30.

A team decides to perform time-boxed research to reduce uncertainty. What is this called?

A: A Spike.

Q31.

If the solution owner decides the need is met and remaining work adds little value, what should they do?

A: Accept that the work is complete and cancel remaining tasks.

Q32.

What do BDD (Behavior-Driven Development) scenarios help teams focus on?

A: Verifiable conditions, events, and actions.

Q33.

A team is open to feedback and uses it to continuously improve. What Agile concept does this represent?

A: Uncovering better ways of delivering solutions.

Q34.

Good analysis at the Strategy Horizon helps teams transfer knowledge that supports what?

A: Prioritizing and sequencing features for delivery.

Q35.

At the Strategy Horizon, the team realizes they need to broaden their viewpoint. What should they focus on?

A: The broader impact of the change on the organization.

Q36.

To ensure team productivity, how should backlog items be handled?

A: They should be continuously refined throughout all planning horizons.

Q37.

A team asks customers to “sign off” on requirements. What Agile value does this violate?

A: Customer collaboration over contract negotiation.

Q38.

Facilitating stakeholders to define scope and organizational value is part of which technique?

A: Visioning.

Q39.

At the Initiative level, combining measures of success, desired outcomes, and strategy alignment helps teams do what?

A: Assess the viability of solution components.

Q40.

Initiative-level analysis supports decisions about what?

A: Needs and the solutions that will satisfy those needs.

Q41.

At the Initiative Horizon, how far out do solution owners usually plan?

A: Around 6–12 months, allowing long-term stability.

Q42.

In Kano Analysis, which features cause dissatisfaction when missing?

A: Threshold characteristics.

Q43.

Feedback from the Delivery Horizon informs Initiative Horizon decisions about what?

A: Priority and sequencing of solution components.

Q44.

A team breaks down a backlog increment and assigns work during a workshop. What kind of planning is this?

A: Task planning.

Q45.

How does avoiding waste help a team in Agile?

A: It keeps focus on items that genuinely satisfy the need.

Q46.

A team discusses a specific way of satisfying one or more needs in a given context. What are they discussing?

A: A Solution.

Q47.

Making decisions based on the organization’s capabilities, strengths, and constraints is part of which principle?

A: Understand what is doable.

Q48.

Reviewing information from broad to detailed and defining acceptance criteria uses which technique?

A: Story Elaboration.