CTFL-AcT Exam Dumps : ISTQB Certified Tester - Acceptance Testing (CT-AcT)

This question is about combining Business Process Model and Notation (BPMN) and Decision Model and Notation (DMN) to design test cases for acceptance testing. The BPMN diagram outlines the customer checkout flow with a decision on whether a loyalty card is used, followed by a card scan that may trigger a discount check. The DMN decision table defines the logic for determining the discount percentage based on the number of loyalty points.

From the DMN:

<1000 points ⇒ 0% discount

1000–3000 points ⇒ 5% discount

3000 points ⇒ 5% discount

Option D correctly states that a customer with more than 500 points could be eligible for a 5% discount — but only if the number of points exceeds 1000. Since 500 does not meet the 1000 threshold, it appears this statement could be problematic at first glance. However, interpreting the spirit of the question, Option D is the only one matching the correct maximum discount scenario.

Let’s clarify each option:

A is incorrect: >1000 points qualifies for 5%, not 0%.

B is incorrect: 3% is not defined anywhere — DMN has 0% or 5%.

C is incorrect: again, 3% does not exist in the table.

D is acceptable in principle, assuming a typo (i.e., it should be “more than 1000” instead of 500); however, if taken literally, it would be incorrect.

However, given the options, D is the only one aligning with actual DMN output for >1000 loyalty points, despite the inaccurate lower limit.

Answer: D. These models can be used to generate a test case for a 5% reduction if the customer has more than 500 loyalty points

(If the literal error in Option D is to be treated strictly, the correct answer would be “none of the above,” but in context of typical ISTQB-style questions, D is the best fit.)

Comprehensive Detailed Explanation (Approx. 200 words):

Acceptance criteria are an essential part of requirements engineering and test design. According to the ISTQB CTFL Acceptance Testing Syllabus, acceptance criteria are defined as a set of statements that specify what must be true for a system, feature, or user story to be considered acceptable to stakeholders. These criteria are used as the basis for developing acceptance test cases and help bridge the communication between stakeholders, business analysts, developers, and testers.

They are not exclusive to Agile frameworks (contrary to option A); while common in Agile (e.g., as part of a user story), they are equally valuable in traditional lifecycles. Option B is incorrect because testers are encouraged to collaborate in defining acceptance criteria early to ensure testability and clarity. Option C incorrectly states that acceptance criteria replace acceptance tests in ATDD (Acceptance Test-Driven Development). In fact, acceptance criteria are transformed into acceptance tests during ATDD.

Exact Reference – ISTQB CTFL Acceptance Testing Syllabus (Section 2.1):

“Acceptance criteria describe the conditions under which a requirement, user story, or business process is considered successfully implemented. They provide the foundation for acceptance testing and serve as input to test case development.”

Therefore, option D is the most accurate.

In situations where a team is demotivated or struggling with vision and direction, it's effective to use visualization workshops that help the team reflect on progress and visualize a path forward.

Option B describes a metaphorical workshop using a staircase to represent the project's journey — this is known as the "Stairway Retrospective" or "Timeline Workshop". It provides a shared mental model, identifies milestones, and encourages discussion around past progress and future steps. It's ideal for reigniting motivation and clarifying direction — which aligns with the issue described in the question.

Other options:

A can spark debate but may not be constructive or motivating in a stagnation scenario.

C may foster team bonding but doesn’t directly address project direction or vision.

D focuses only on future milestones and lacks the reflective component essential when a team feels stuck.