[Oct-2026] Updated Agile Analysis IIBA-AAC Exam Questions BUNDLE PACK [Q33-Q57]

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[Oct-2026] Updated Agile Analysis IIBA-AAC Exam Questions BUNDLE PACK

Master The IIBA Content IIBA-AAC EXAM DUMPS WITH GUARANTEED SUCCESS!

IIBA IIBA-AAC Exam Syllabus Topics:

Section	Objectives
Agile Analysis Practices	– Value delivery and prioritization – User stories and acceptance criteria – Continuous discovery and feedback – Backlog management
Initiative Horizon
Delivery Horizon
Agile Mindset
Strategy Horizon

NO.33 A team has been delivering a steady stream of small value increments and has completed several solution components, with some still remaining. The solution owner examines the reactions to the delivered components from customers, and decides that the need has been met and the remaining potential components won’t deliver enough additional value to justify doing them. The solution owner will:

Request Strategy Horizon input about what action to take

Accept the work is complete and cancel remaining work

Fully document the working initiative

Ask the team to come up with new, more valuable, solution components for the initiative

NO.34 The team is assessing feedback from the work that’s been completed. After some discussion they realize this feedback can be used to assess the remaining components that are yet to be built. Specifically, this feedback can be used to help them determine if the initiative’s remaining solution components are:

Impacting other initiatives

Supported by management

Likely to be completed

Still appropriate

NO.35 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 a specific way of satisfying one or more needs in a context. This team is discussing the:

Plan

Need

Value

Solution

Explanation
Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (18)

NO.36 The team is identifying people who can provide in-depth and detailed feedback regarding the solution and who will have direct interaction with the solution. This is considered part of the following BA Task:

Plan Iteration Delivery

Plan Business Analysis Governance

Plan Business Analysis Approach

Plan Stakeholder Engagement

=========
Planning Stakeholder Engagement is a critical task that involves identifying the right individuals to participate in the agile process. The goal is to find stakeholders who can provide specific, detailed feedback and who will be the primary users of the final solution. In an agile environment, direct interaction between the delivery team and these stakeholders is essential for validating assumptions and refining the product backlog.
By planning how and when to engage these individuals, the practitioner ensures that the feedback loop is efficient and that user needs are captured accurately. Effective engagement planning fosters collaboration, builds trust, and ensures that the solution being developed is human-centric. This proactive involvement of the right people reduces the risk of rework and ensures that the delivered increments truly meet customer expectations.

NO.37 The team will be performing its first review and trying to determine what should be demonstrated. After a lengthy discussion they decide to demonstrate:

Their response to critical customer feedback

Key lines of code that describe the solution

Slides of screens to be developed

An increment of the working solution

Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (97)

NO.38 The sponsor is reviewing data from a new product launch and is evaluating threats and opportunities. What are the three options when evaluating the next steps?

Run a planning workshop, sequence future planning workshops, create business model canvas for all initiatives

Start a new initiative, change resources for existing initiatives, cancel an existing initiative

Distribute marketing surveys for customer feedback, gather internal feedback from the past delivery release, and re-evaluate product attributes

Run an experiment for the next product launch, set cost/benefit of future initiatives, delay decision making

Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member- Copy.pdf (34)

NO.39 The team is expanding and refining customer scenarios as the solution components are being developed. This is an application of the following agile business analysis principle:

Understand what is doable

Avoid waste

Stimulate collaboration and continuous improvement

Get Real Using Examples

Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (21)

NO.40 The following can be described as a critical differentiator for work in an agile context related to backlog refinement:

Stakeholder feedback

Management approval

Using user stories

Team feedback

Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member- Copy.pdf (64)

NO.41 At the initiative level, the team concludes pre-defined *measures of success, *desired outcomes being reached, and *alignment with organizational strategy can all be used to:

Access the viability of solution components built by the team

Enlist new team members to help develop additional solution components

Determine the likely response to the solution components

Identify possible adoption of a solution by your customers

NO.42 Members of the team facilitate key stakeholders through an exercise to develop a mutual understanding of what is in and out of scope for the initiative and specify the organization value to achieve in the initiative.
What technique did they use?

Sprint Goals

Visioning

Purpose Alignment Model

Story elaboration

Explanation/Reference: https://www.visual-paradigm.com/scrum/write-sprint-goal/

NO.43 The delivery team is in a meeting and reviewing a visual depicting a two-dimensional grid showing sequence and groupings of key aspects of the overall product. They are discussing notable features and characteristics of that solution. This team is using the following technique:

Story mapping

Backlog management

Real options

Retrospectives

Story Mapping is a visual technique used to arrange user stories into a logical flow, typically along a horizontal axis representing a user’s journey and a vertical axis representing the depth or complexity of features . This two-dimensional grid helps the delivery team and stakeholders maintain a ” big picture ” view of the solution while simultaneously drilling down into specific user activities and goals . By visualizing the sequence and groupings of stories, the team can effectively plan releases and identify the Minimum Viable Product (MVP). This alignment ensures that the product increments delivered are cohesive and provide an end-to-end experience for the user, rather than a disconnected set of features. It directly supports the principle of ” Thinking as a Customer ” by focusing on the user ‘ s workflow.

NO.44 A team demonstrating the following characteristics:
Expects rapid change
Incorporates learning and feedback
Has a preference for shorter time frames
Treats plans as testable hypothesis
is following planning practices that are described as:

Predictive and adaptive

Adaptive and hypothesis

Iterative and predictive

Iterative and adaptive

Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (28)

NO.45 The delivery team is in a meeting identifying cycle time improvement opportunities for delivery of the final product. They decide to apply the following technique:

Backlog management

Value stream mapping

Story decomposition

Story mapping

Value stream mapping complete, fact-based, time-series representation of the stream of activities required to deliver a product or service.

NO.46 The sponsor decides to cancel an initiative based on customer feedback. The immediate next step is to:

Create a focus group to talk with the end-users

Put the cost of the cancelled initiative back in the budget to spend later

Redeploy resources to satisfy other needs

Save the stories from the cancelled initiative for use later

Once an initiative is cancelled at the Strategy or Initiative Horizon due to a lack of value or poor feedback, the organization ‘ s immediate priority is to redeploy resources to satisfy other needs . This action aligns with the agile principle of ” Avoid Waste ” . In an agile enterprise, resources (people, time, and budget) are considered finite and highly valuable. Rather than letting a team linger on a dead project or performing ” wrap- up ” work that provides no value, the organization quickly shifts those resources toward the next highest- priority initiative in the portfolio. This agility ensures that the enterprise remains focused on delivering the maximum possible value at all times. Cancelling an initiative is not seen as a failure but as a successful application of the empirical process, allowing the company to ” fail fast ” and pivot toward more promising opportunities.

NO.47 While working at the strategic level, how much detail should a team develop about any given initiative?

Enough details to understand the need and enable development of potential solutions

Enough details to prioritize the initiative in the context of the enterprise

Enough details to begin detailed design and analysis

Enough details for any stakeholder to understand scope

========= At the Strategy Horizon , the primary goal of analysis is to facilitate decision-making regarding the organization ‘ s portfolio of work. Therefore, the team should only develop enough detail to allow stakeholders to prioritize the initiative against other competing goals within the enterprise. Excessive detail at this stage is considered waste because strategic priorities can shift rapidly, and detailed requirements developed too early are likely to become obsolete. Analysis at the strategic level focuses on high-level outcomes, potential value, and broad estimates rather than specific features. This level of granularity provides just enough information for executives to determine if an initiative is worth pursuing or if resources should be allocated elsewhere, maintaining organizational agility and ensuring that delivery teams are always working on the most valuable strategic priorities.

NO.48 Members of the team facilitate key stakeholders through an exercise to develop a mutual understanding of what is in and out of scope for the initiative and specify the organization value to achieve in the initiative. What technique did they use?

Sprint Goals

Visioning

Purpose Alignment Model

Story elaboration

Explanation/Reference: https://www.visual-paradigm.com/scrum/write-sprint-goal/

NO.49 The team is assessing feedback from the work that’s been completed. After some discussion they realize this feedback can be used to assess the remaining components that are yet to be built. Specifically, this feedback can be used to help them determine if the initiative’s remaining solution components are:

Impacting other initiatives

Supported by management

Likely to be completed

Still appropriate

Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (47)

NO.50 In the past, a team has been unable to deliver solutions in a timely manner and they feel this is due to the customer being unable to decide what they want. The team has decided to ask the customer to “sign-off” on their requirements. This violates the following value statement:

Individuals and interactions over process and tools

Prioritizing outputs over outcomes

Working solutions over comprehensive documentation

Customer collaboration over contract negotiation

NO.51 The team determines that user stories can help them effectively create the desired outcomes because a well written user story:

Invokes conversation among the team

Is detailed and ready for build activities

Eliminates the need for further conversation

Captures all details about customer needs

Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (111)

NO.52 The team decides a story is too big to do in one iteration. The correct technique to apply at this point is:

MoSCoW approach

Story decomposition

Epic analysis

Story partitioning

Explanation/Reference: https://www.excella.com/insights/make-your-agile-user-stories-manageable-through-story-decomposition

NO.53 The delivery team is reviewing information that starts with a broad view of the solution components and drills down to a level of granularity, including acceptance criteria, that supports solution build activities. The team is using the following technique:

Story elaboration

Real options

Detailed story

Backlog management

Explanation/Reference: https://www.agilealliance.org/wp-content/uploads/2016/01/ Agile_Extension_to_the_BABOK_Guide_Agile_Alliance_Member.pdf (23)

NO.54 The delivery team discusses how to maintain the integrity of their backlog items. They decide to?

Delay changes until they are caught up

Develop a business case for all changes

Monitor stories and features for staleness

Ensure all changes are approved

Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (138)

NO.55 The team determines that user stories can help them effectively create the desired outcomes because a well written user story:

Invokes conversation among the team

Is detailed and ready for build activities

Eliminates the need for further conversation

Captures all details about customer needs

NO.56 The delivery team is in a meeting and reviewing various solution alternatives. Specifically, they are discussing the appropriate time for decision making and the value that could be delivered. They are applying the following technique:

Value stream mapping

Backlog management

Story mapping

Real options

========= The team is utilizing the Real Options technique, which focuses on identifying the best time to make a decision to maximize value and minimize risk. Real Options help practitioners recognize that not every decision needs to be made immediately; some are more valuable if delayed until more information is available. This technique defines ” options ” that have an expiration date, encouraging the team to commit to a path only when they must or when they have sufficient evidence to do so. By discussing the value of different alternatives and the ” last responsible moment ” for decision-making, the team avoids premature commitment to a single solution, maintaining flexibility and allowing for more adaptive planning in a complex or uncertain environment.

NO.57 The organization’s decision to start a new initiative should always be based on:

Market assumptions

Evidence

Past initiative goals

Staff experience

Reference: https://www.agilealliance.org/wp-content/uploads/2017/08/AgileExtension_V2-Member-Copy.pdf (37)

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