• Home
• VMware Exams
• 1V0-21.20 - Associate VMware Data Center Virtualization

Certified Business Analyst Salesforce Practice Test Questions and Exam Dumps

Question No 1:

Cloud Kicks (CK) wants its sales team to use Sales Cloud to reduce the time it takes to convert leads. The business analyst (BA) is tasked with examining and breaking down CK’s usual sales process. 

How could the use of process mapping assist the BA at the beginning of this initiative?

A. It can show the relationship between the steps and actions in the sales cycle to communicate and understand the current state, and to identify areas for improvement.
B. It can model changes in the current customer experience, analyze each change's potential for impact, and help visualize potential improvements in the sales cycle in advance of the solution design.
C. It can display complex ideas in a consistent format, highlight blockers and impediments to help stakeholders quickly assess issues in the sales cycle, and see the project timeline at a glance.

Answer: A

Explanation:

When a business analyst is aiming to improve an existing process—especially something as dynamic and multifaceted as a sales cycle—it's essential to first understand how the current system works. Process mapping is one of the most effective tools for this kind of exploratory work, as it offers a visual representation of the sequence of activities, roles involved, decision points, and interdependencies within a process.

Option A is the correct choice because it accurately describes how process mapping serves as a diagnostic and communication tool early in a project. By mapping out the steps and actions of the sales cycle, the BA gains clarity on how leads move from capture to conversion. This overview provides a shared understanding for stakeholders and makes it easier to spot redundancies, delays, or unnecessary complexities that are slowing down the process. With this clear visualization, the BA and stakeholders can identify where time is lost or where additional automation or tool integrations might reduce friction.

In contrast, option B is more aligned with later stages of business analysis, particularly the solution design phase. It speaks to modeling changes and evaluating their potential impacts—activities that presuppose a solid understanding of the current state. Process mapping at the outset is not primarily used for change modeling but for uncovering what currently exists.

Option C leans more toward general project documentation or communication tools, such as Gantt charts or dashboards. While process maps can help visualize issues, their primary purpose is not to show project timelines or facilitate quick assessments at a glance. Rather, they are detailed and functional depictions of workflows and process steps.

For a business analyst like the one at Cloud Kicks, whose goal is to reduce lead conversion time, mapping out the existing process is a critical first step. It allows the analyst to ask pointed questions, such as: Where are handoffs occurring? Are there approval bottlenecks? What data is collected at each step, and is it necessary? Are sales reps spending too much time on manual tasks that could be automated within Sales Cloud?

By having a comprehensive map of the sales cycle, the BA can not only pinpoint the inefficiencies but also use this as a foundation for engaging with stakeholders. The process map becomes a collaborative tool that helps validate assumptions, clarify pain points, and guide decision-making as the project moves forward. Furthermore, any future improvements or automations can be measured against this baseline to assess effectiveness.

In conclusion, process mapping helps the business analyst get started by capturing and visualizing the current sales process. This enables clear communication, supports collaborative discussions, and highlights opportunities for improvement—making it the most effective tool for initiating a lead conversion optimization effort in Sales Cloud.

Question No 2:

A retail branch of Cloud Kicks has received shopper complaints about difficulty locating products. In response, the general manager has requested that IT configure mobile tablets for store clerks, enabling them to move throughout the store while assisting customers. The IT team has drafted the following functional requirement: Tablets running the Salesforce mobile app must allow users to access store inventory records, which include current item count and item location. 

What is the most appropriate user story that the business analyst should create to represent this requirement?

A. As a general manager, I want sales clerks to have tablets so they can help customers find items.
B. As a sales clerk, I want to see item availability and locations to help customers find items.
C. As a customer, I want sales clerks to have access to item availability to help them find items.

Answer: B

Explanation:

Writing user stories is a core practice in Agile and business analysis. A user story describes a system feature or function from the end user's perspective. It typically follows the format: "As a [user role], I want [goal] so that [benefit]." This structure keeps requirements user-focused and practical, ensuring the team understands who needs the functionality, what the functionality is, and why it is important.

In this scenario, the functional requirement refers to tablets equipped with the Salesforce mobile app enabling access to inventory data. The user story should directly align with the user who will be interacting with the system (tablets with the Salesforce app), the goal of accessing inventory details, and the benefit of helping customers locate products.

Option B fits this framework perfectly. It places the sales clerk—the actual user of the tablets—in the center of the story. The goal is to see item availability and location, and the benefit is to help customers find items efficiently. This option directly maps to the stated functional requirement: enabling access to inventory records, including item count and location.

Option A incorrectly centers the general manager. While the manager initiated the request, they are not the end user of the functionality. Agile user stories should reflect the viewpoint of those interacting with the system, which in this case are the clerks using the tablets on the floor. Focusing on the general manager distances the story from the real operational use and would make it harder for developers or testers to validate functionality against user needs.

Option C focuses on the customer’s perspective, which may seem intuitive at first because the ultimate goal is to improve customer experience. However, customers are not directly using the Salesforce mobile app or accessing inventory. Their needs are served indirectly through the sales clerks. Writing the user story from the customer’s point of view introduces ambiguity in system requirements, as it’s not clear what system features would be involved or how the customer would interact with them.

Additionally, a good user story leads naturally to acceptance criteria and test cases. With Option B, testers can easily derive validation steps: Can the sales clerk see item availability on the tablet? Can they locate the items in the inventory system? This clarity supports a smoother development process and ensures that delivered features meet real-world needs.

In conclusion, the most accurate and actionable user story is the one that reflects the perspective of the individual who will be using the feature—in this case, the sales clerk. It connects the technical requirement (accessing inventory data) with the business objective (helping customers), all within the context of a practical day-to-day workflow. Therefore, Option B most effectively captures the essence of the functional requirement in user story form.

Question No 3:

A business analyst (BA) at Northern Trail Outfitters is organizing a user acceptance testing (UAT) session for a global Sales Cloud implementation. 

What is the best way for the BA to ensure active and effective business involvement during UAT?

A. Hand off ownership for writing, reviewing, and executing UAT scenarios, providing feedback, and approval for release to business stakeholders.
B. Work with quality assurance analysts to collaborate in writing, reviewing and executing UAT scenarios, providing feedback, and approval for release.
C. Work with business stakeholders to collaborate in writing, reviewing, and executing UAT scenarios, providing feedback, and approval for release.

Answer: C

Explanation:

User acceptance testing (UAT) is a critical phase in any Salesforce implementation or enhancement project. It is the stage where the business validates that the system meets their expectations and satisfies the requirements captured earlier in the process. The objective of UAT is not only to test whether the system works as intended but to ensure that it delivers value to the users in real-world scenarios. Therefore, involving the right participants—primarily business stakeholders and end users—is essential.

Option C is the correct choice because it reflects best practices in business analysis and user-centered design. The business analyst should collaborate directly with business stakeholders to co-author UAT scenarios, review expected outcomes, execute tests using real-life workflows, and collect feedback. This joint approach ensures the UAT phase is grounded in authentic user needs and business processes. It also encourages a sense of ownership among stakeholders, making them more likely to trust and adopt the final solution. The BA serves as a bridge, translating technical features into user-relevant terms and facilitating conversations that validate whether the implementation aligns with business expectations.

Option A suggests that the BA should hand off ownership of the entire UAT process to business stakeholders. This approach undermines the value a BA provides during UAT. While business users play a central role in testing, they often need guidance to structure scenarios appropriately or identify what aspects of the system to evaluate. Completely relinquishing control may result in uncoordinated efforts, gaps in test coverage, or delays. The BA should remain engaged to support and guide the business team throughout the process, ensuring alignment with the original requirements and project goals.

Option B incorrectly places emphasis on collaboration with quality assurance (QA) analysts during UAT. While QA professionals are vital during earlier testing phases such as unit, integration, and system testing, their involvement in UAT is usually limited. UAT is specifically designed to verify whether the solution works for the business from the user's perspective—not to test technical correctness. Thus, the QA team may assist in documenting or managing the testing process, but they should not be the primary collaborators in scenario creation or approval decisions.

Additionally, the BA's continued engagement with business users during UAT helps uncover any last-minute usability issues or requirement misunderstandings that earlier phases may have missed. The BA also plays a key role in capturing business feedback and translating it into actionable insights or changes before the system goes live.

In a global implementation like the one described at Northern Trail Outfitters, effective stakeholder collaboration is even more important due to variations in regional workflows, compliance requirements, and user expectations. By partnering with business stakeholders during UAT, the BA ensures diverse input is considered and the system is validated from all necessary perspectives.

Therefore, option C not only supports the technical success of the project but also ensures high user satisfaction and adoption rates after deployment.

Question No 4:

Cloud Kicks is preparing to build a new Service Cloud console application for its services team to manage and resolve delayed customer shipments. The business analyst (BA) created the initial user stories using a written list of requirements provided by the services team manager. However, during a stakeholder review with the full services team, a significant number of the user stories were rejected, and the BA had to revise them. 

What was the most likely reason for the rejection of the initial user stories?

A. The user stories focused on well-defined personas.
B. The project team failed to discuss the user stories as a group.
C. The acceptance criteria of the user stories were too specific.

Answer: B

Explanation:

The most probable reason for the rejection of the initial user stories is that they were not created collaboratively with the full project team or the actual end users. This points to option B: the project team failed to discuss the user stories as a group.

User stories are meant to reflect the lived experiences, expectations, and pain points of the actual users who will interact with the system. While it may seem efficient for a business analyst to create stories based on a requirement list provided by a manager, this approach often lacks critical context and insights from the frontline team members. These users are typically the best source of information about how the existing system works—or fails—and what improvements are truly needed.

Effective Agile practices emphasize that user stories are not meant to be static documents but rather dynamic artifacts that promote collaboration, conversation, and continuous refinement. The three Cs of user stories—Card, Conversation, and Confirmation—highlight the importance of team dialogue in shaping clear, relevant, and executable stories. The "Conversation" element is especially crucial, as it ensures that all stakeholders share a common understanding of what the story represents and how success will be measured.

In this scenario, the BA relied on a single manager's input, which likely led to an incomplete or biased perspective. When the broader team reviewed these stories, they probably identified gaps, inaccuracies, or priorities that were overlooked, leading to the rejection of many stories. This situation underscores the importance of group participation in backlog refinement, where user stories are validated, enhanced, and aligned with collective goals.

Option A is incorrect because focusing on well-defined personas generally helps ensure stories are user-centric and aligned with actual needs. This is a recommended best practice and would typically improve story quality, not degrade it.

Option C is also incorrect because specificity in acceptance criteria is a strength, not a weakness. Acceptance criteria clarify what must be true for a story to be considered "done," and help reduce ambiguity in development and testing. If anything, vague or overly broad criteria are more likely to lead to story rejection.

To ensure effective user story development, business analysts must actively engage all relevant stakeholders—not just management—through interviews, workshops, or backlog grooming sessions. Doing so ensures that stories capture diverse viewpoints and align with how the services team truly operates. The rejection of stories in this scenario reflects a breakdown in this collaborative process, reinforcing B as the correct answer.

Question No 5:

After completing the first round of user acceptance testing for a Sales Cloud project, the business analyst found that a significant number of test cases failed. What could be a possible reason for the test case failures?

A. Missing test script details
B. Missing test result details
C. Missing test org access details

Answer: A

Explanation:

When test cases fail during the user acceptance testing (UAT) phase of a Sales Cloud project, one potential cause can be missing test script details. Test scripts are essential to ensure that all aspects of the project are thoroughly tested and validated. A test script outlines the specific actions to be taken, the expected outcomes, and the data required to conduct the test. If the test scripts are incomplete or unclear, it becomes challenging to accurately assess the functionality or the user experience in the system, which could lead to test failures.

In this scenario, missing test script details may include missing steps, unclear instructions, or ambiguous expected results. These gaps could cause the tester to perform the steps incorrectly or fail to perform critical actions, leading to a high number of failed test cases. A lack of clear instructions in the test script can cause testers to misunderstand the requirements, thus producing results that don't reflect the intended functionality of the system.

While missing test result details could affect the recording and tracking of test case outcomes, it doesn’t directly contribute to the failure of the tests themselves. The test result details typically include the status of each test (pass or fail), the actual outcomes, and any issues identified. If these are missing, it would make it difficult to assess or track the test results, but it wouldn’t necessarily cause the tests to fail initially.

Missing test org access details could be another potential issue, but it is more likely to delay testing or prevent testers from accessing the correct environment to run the tests. However, once testers gain proper access to the testing environment, it would not typically cause the test cases to fail unless there is a technical issue with the setup. This would likely affect the ability to perform the test rather than directly lead to test failures due to inadequate instructions or requirements.

Therefore, the most probable reason for a high number of failed test cases in this scenario is A. Missing test script details, which directly impacts the execution and validation of the tests.

Question No 6:

Why might a business analyst (BA) choose to create user stories instead of traditional requirements when engaging stakeholders for a user story writing workshop, according to the executive sponsor’s concerns?

A. It helps testers determine the most efficient way to validate solutions.
B. It defines technical specifications early in the process.
C. It saves time when prioritizing and implementing functionality.

Answer: C

Explanation:

Creating user stories offers several distinct advantages over traditional requirements, particularly when it comes to the flexibility and agility needed in projects like those involving Commerce Cloud. One of the key benefits of user stories is that they focus on delivering value from the perspective of the end user. This helps prioritize work more effectively and ensures that the team is always aligned with the actual needs of the stakeholders and users.

In traditional requirements gathering, the process tends to be highly detailed and focused on specific functionalities or technical specifications, which can result in a rigid structure that might slow down progress. With user stories, however, the focus is shifted toward outcomes and the end user experience, rather than on specific technical aspects. This agile approach is particularly useful because it encourages continuous feedback loops, rapid adaptation, and iterative development.

By using user stories, the team can break down large functionalities into smaller, manageable tasks that can be prioritized more effectively. This leads to time savings during both the prioritization and implementation phases. The team can focus on delivering the highest-value features first, which also makes it easier to pivot or adjust the scope based on stakeholder feedback, ultimately accelerating the delivery of the most important features. Additionally, this method avoids the complexity of overly detailed requirements that may never be fully implemented, thus allowing for faster delivery cycles.

In contrast, traditional requirements often result in a more rigid project plan, with less flexibility for adjusting priorities or incorporating changes based on real-time feedback, especially in a dynamic project like Commerce Cloud.

While creating user stories may help testers in their role or lead to more early definition of technical specifications (as in options A and B), the most significant benefit is that it accelerates prioritization and implementation, especially for projects in fast-moving and evolving domains like Commerce Cloud. This is why C is the correct answer.

Question No 7:

What approach should the business analyst recommend to the project team to increase understanding when documenting requirements, processes, and potential solutions for a Salesforce manufacturing solution with low adoption and various customizations?

A. Use industry terminology and language.
B. Use customer terminology and language.
C. Use Salesforce terminology and language.

Answer: B

Explanation:

When documenting requirements, processes, and potential solutions, it’s crucial for the business analyst to ensure that all stakeholders, particularly end users, fully understand the content. This becomes even more important when dealing with a Salesforce solution that has a variety of customizations, including custom objects, custom fields, and renamed standard objects and fields.

Using customer terminology and language is essential because it aligns with the actual terms and phrasing that the organization’s employees and users are accustomed to. Since customizations often lead to deviations from out-of-the-box Salesforce terminology, referring to the customer's language helps reduce confusion and ensures clarity. In a situation where a solution has been tailored to fit specific organizational needs, sticking to the terminology familiar to the employees will make the documentation more accessible and understandable.

Industry terminology and language (Option A), while useful in some contexts, might introduce jargon that could confuse users who are more familiar with specific internal language. It may not always be directly relatable to the day-to-day work processes and the specialized language of the company.

Salesforce terminology and language (Option C) can often be complex and technical. Given that the solution has undergone significant customization, using the out-of-the-box Salesforce terms may not resonate with users. Instead of promoting understanding, it might cause further confusion, especially if the users do not recognize the standard Salesforce objects and fields due to renaming and customizations.

In summary, using customer terminology ensures that the documentation is aligned with the language that the users understand, which ultimately increases adoption and comprehension. It helps ensure that the solutions proposed will be effectively implemented and accepted within the organization.

Question No 8:

The Salesforce development team has been using Scrum to manage its releases, but the team has decided to adopt Kanban for future releases. An executive, who is planning a vacation, wants to know when work on a feature will begin so they can be available for additional implementation questions. After consulting with the product owner, the business analyst (BA) learns that the team will now use Kanban. 

What should the BA communicate to the executive?

A. Work will begin after executive approval is given.
B. Work will begin when capacity becomes available.
C. Work will begin in the next sprint.

Answer: B

Explanation:

When managing software development processes, it is essential to communicate timelines and workflows clearly, especially when the team changes its approach. In this case, the team has decided to switch from Scrum, which uses fixed-length iterations (sprints), to Kanban, which is a continuous delivery method that does not have fixed iterations.

In Scrum, work typically begins at the start of a sprint, which is a time-boxed period, such as two weeks, where a team commits to completing a set of tasks or features. The executive might be used to this fixed schedule, where they can expect work to begin at the start of the next sprint. However, Kanban operates differently—it focuses on continuous flow and visualizing work in progress, rather than limiting work to a set time frame like a sprint.

With Kanban, work is pulled into the workflow as capacity becomes available. The team focuses on completing work as it is ready to be worked on, without waiting for the start of a new sprint. Therefore, when the team has available capacity—meaning there is room in their workflow for new tasks or features—they will start working on the feature. There is no fixed start date as in Scrum.

Option A suggests that work will only begin after executive approval is given, which is not relevant to how work is prioritized and managed in Kanban. While executive approval is important, Kanban itself is more focused on managing workflow capacity rather than waiting for approvals before work starts.

Option C is based on Scrum, where work is planned for the next sprint. Since the team is adopting Kanban, this option does not apply to the new methodology.

Therefore, the BA should tell the executive that work will begin when capacity becomes available, which is the essence of Kanban's continuous workflow management.

Question No 9:

A business analyst at Universal Containers has started user acceptance testing for a new Experience Cloud implementation with the project team. During testing, a major gap for one of the personas was discovered in the documented scenarios.

What is the most likely cause of this issue?

A. Failure to include all stakeholders in the requirements gathering process
B. Failure to perform thorough unit testing during the development process
C. Failure to validate the application against the functional requirements

Answer: A

Explanation:

The most likely cause of the identified gap in the documented scenarios is option A: failure to include all stakeholders in the requirements gathering process.

In an Agile project, user acceptance testing (UAT) is the final step where the business validates that the application meets its expectations and requirements. If a major gap for one of the personas is identified at this stage, it suggests that there were key stakeholders or personas whose requirements were either overlooked or not sufficiently captured during the earlier requirements gathering phase.

Effective requirements gathering involves engaging all relevant stakeholders—including business users, subject matter experts (SMEs), and personas that represent the end users. These stakeholders should be involved in defining user stories, scenarios, and acceptance criteria to ensure that the solution aligns with their needs and workflows. If any stakeholders or personas are excluded from this process, the requirements are likely to be incomplete, leading to gaps when the system is later tested against real-world use cases.

Additionally, the absence of critical feedback from all stakeholders during the requirements phase can lead to misalignments between what was envisioned and what is actually required. These gaps may not become apparent until UAT, which is typically when the business stakeholders actively test the application.

Option B is incorrect because while unit testing is crucial during development to ensure individual components function as expected, the issue described relates to a gap in functional requirements, not code-level bugs or defects. The problem is more about the completeness of the requirements, not their implementation.

Option C is also incorrect because validating the application against functional requirements typically happens during various stages of development, including unit testing and integration testing, not just during UAT. If functional requirements had been validated correctly throughout the process, it’s less likely that a major gap would be discovered at UAT. The issue is more about ensuring all requirements were captured correctly in the first place.

To prevent such gaps, the BA should ensure that all personas and stakeholders are involved throughout the requirements gathering process, with ongoing collaboration to review and refine scenarios before they are finalized. Stakeholder engagement early and often is key to reducing risks of overlooked requirements.

Question No 10:

Northern Trail Outfitters has a large Salesforce org, and the sales, marketing, and billing teams are pushing for the development of a significant number of items in the backlog. 

Which management process should the business analyst recommend to help these teams align on their competing priorities?

A. Vision, Values, Methods, Obstacles, and Measures (V2MOM)
B. Business Process Modeling Notation (BPMN)
C. Integrated DEFinition for Process Description Capture Method (IDEF3)

Answer: A

Explanation:

When teams such as sales, marketing, and billing are all pushing for the development of numerous items in the backlog, the business analyst must recommend a process that facilitates clear alignment and prioritization of these competing interests. The V2MOM framework is particularly effective in this context. V2MOM stands for Vision, Values, Methods, Obstacles, and Measures, and it helps organizations clarify their goals, align stakeholders, and prioritize activities in a structured way.

The first element, Vision, helps define what the organization wants to achieve, providing clarity on the end goals. The Values define the guiding principles or priorities that will influence decision-making throughout the process. Methods specify the steps or strategies that will be used to achieve the vision, and Obstacles identify potential challenges or constraints that could hinder progress. Finally, Measures establish metrics that will be used to assess success. By using V2MOM, teams can better align on competing priorities, ensuring that resources are allocated to the most critical items and that everyone is working towards the same objectives.

In this case, V2MOM is ideal because it offers a strategic framework for prioritizing competing demands, fostering alignment, and ensuring that all teams—sales, marketing, and billing—are clear about the vision and the methods needed to achieve their goals.

On the other hand, BPMN (Business Process Modeling Notation) is a diagramming method used to model business processes. While it can help map out workflows and processes, it is not designed to prioritize or align competing team goals. Similarly, IDEF3 (Integrated DEFinition for Process Description Capture Method) is used for modeling and describing processes, often in complex systems, but it focuses more on capturing detailed process flows rather than prioritization and alignment.

Thus, the best recommendation for managing competing priorities in this scenario is A. Vision, Values, Methods, Obstacles, and Measures (V2MOM), as it provides a clear, actionable framework for aligning the various teams' efforts.