1 || |P | a | g |e
CSBI PRACTICE EXAM HFMA (HFMA CBSI EXAM)
LATEST UPDATE 2025 WITH ALL QUESTIONS
AND CORRECT ANSWERS- BEST GRADED A+
ASSURED PASS
Any business organization, including a healthcare provider organization, is
| | | | | | | |
structured as three main functional areas: operations, marketing, and finance. Why is
| | | | | | | | | | | |
it important to understand this basic structure for business intelligence/analytics?
| | | | | | | | | |
A.This structure provides a handy means of comparing organizations.
| | | | | | | |
B.This structure properly focuses business intelligence into operations and provides
| | | | | | | | |
the boundaries of business intelligence activity.
| | | | | |
C.This structure provides direction for simplifying business analytics.
| | | | | | |
D.This structure encourages a holistic, systemic framework for business analytics.
| | | | | | | | |
D. This structure encourages a holistic, systemic framework for business analytics.
| | | | | | | | | |
Explanation: Analytics addresses the dynamics and realities of interacting domains
| | | | | | | | |
and requires a systemic view for context and accuracy of findings. The key idea is
| | | | | | | | | | | | | | |
focus -- recognition that organizational attention must be paid to all three functional
| | | | | | | | | | | | |
areas creates focus needed for sustainable success.
| | | | | | |
Productivity is generally assessed by | | | |
,A.Benchmarking how many inputs are required
| | | | |
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B.Looking at the raw number of increased products and services offered
| | | | | | | | | |
C.Looking at the ratio of outputs to inputs
| | | | | | |
D.Looking at market share
| | |
C. Looking at the ratio of outputs to inputs
| | | | | | | |
Explanation: Productivity is a focus on how much input is required for desired quality
| | | | | | | | | | | | |
output.
|
Which of the following is part of the iterative process of creative analytic thinking.
| | | | | | | | | | | | |
A.Ideation
B.Insight
C.Distribution
D.Incapacitation
B. Insight
|
Explanation: BI/Analytics consultants will be asked to address situations like that in
| | | | | | | | | | |
the following example. Although it is a simplified slice of the real thing, the
| | | | | | | | | | | | | |
, 3 || |P | a | g |e
example illustrates processes and areas needing attention to avoid turns in the wrong
| | | | | | | | | | | |
direction, or bad and possibly misleading results. It is an iterative process of creative
| | | | | | | | | | | | | |
analytic thinking/preparation/ immersion/incubation/insight that the BI/ Analytics
| | | | | | |
consultant must engage.
| | |
Following the foundational work of understanding the type of work done in different
| | | | | | | | | | | |
functional areas, learning who the stakeholders are and what their concerns and
| | | | | | | | | | | |
issues are, and developing a plan to address stakeholder concerns, the next step in
| | | | | | | | | | | | | |
business analytics is to:
| | | |
A.Examine the market environment. | | |
B.Begin identifying the type(s) of data required to conduct analysis.
| | | | | | | | |
C.Conduct research of similar past concerns to identify potential starting points.
| | | | | | | | | |
D.Develop an understanding of the processes and data that will be involved in
| | | | | | | | | | | |
analysis.
|
D. Develop an understanding of the processes and data that will be involved in
| | | | | | | | | | | | |
analysis.
|
Explanation: One must develop an understanding of the processes that produce or use
| | | | | | | | | | | |
data and information, along with an understanding of the actual data, as it is both
| | | | | | | | | | | | | | |
process activity and data produced by process activities that are the subject of
| | | | | | | | | | | | |
analytics activity.
| |
Continuous, iterative exploration on individual aggregate situations (e.g., patient lengths
| | | | | | | | |
of stay, resource management, revenue cycle acceleration, supply chain
| | | | | | | | |
CSBI PRACTICE EXAM HFMA (HFMA CBSI EXAM)
LATEST UPDATE 2025 WITH ALL QUESTIONS
AND CORRECT ANSWERS- BEST GRADED A+
ASSURED PASS
Any business organization, including a healthcare provider organization, is
| | | | | | | |
structured as three main functional areas: operations, marketing, and finance. Why is
| | | | | | | | | | | |
it important to understand this basic structure for business intelligence/analytics?
| | | | | | | | | |
A.This structure provides a handy means of comparing organizations.
| | | | | | | |
B.This structure properly focuses business intelligence into operations and provides
| | | | | | | | |
the boundaries of business intelligence activity.
| | | | | |
C.This structure provides direction for simplifying business analytics.
| | | | | | |
D.This structure encourages a holistic, systemic framework for business analytics.
| | | | | | | | |
D. This structure encourages a holistic, systemic framework for business analytics.
| | | | | | | | | |
Explanation: Analytics addresses the dynamics and realities of interacting domains
| | | | | | | | |
and requires a systemic view for context and accuracy of findings. The key idea is
| | | | | | | | | | | | | | |
focus -- recognition that organizational attention must be paid to all three functional
| | | | | | | | | | | | |
areas creates focus needed for sustainable success.
| | | | | | |
Productivity is generally assessed by | | | |
,A.Benchmarking how many inputs are required
| | | | |
,2 || |P | a | g |e
B.Looking at the raw number of increased products and services offered
| | | | | | | | | |
C.Looking at the ratio of outputs to inputs
| | | | | | |
D.Looking at market share
| | |
C. Looking at the ratio of outputs to inputs
| | | | | | | |
Explanation: Productivity is a focus on how much input is required for desired quality
| | | | | | | | | | | | |
output.
|
Which of the following is part of the iterative process of creative analytic thinking.
| | | | | | | | | | | | |
A.Ideation
B.Insight
C.Distribution
D.Incapacitation
B. Insight
|
Explanation: BI/Analytics consultants will be asked to address situations like that in
| | | | | | | | | | |
the following example. Although it is a simplified slice of the real thing, the
| | | | | | | | | | | | | |
, 3 || |P | a | g |e
example illustrates processes and areas needing attention to avoid turns in the wrong
| | | | | | | | | | | |
direction, or bad and possibly misleading results. It is an iterative process of creative
| | | | | | | | | | | | | |
analytic thinking/preparation/ immersion/incubation/insight that the BI/ Analytics
| | | | | | |
consultant must engage.
| | |
Following the foundational work of understanding the type of work done in different
| | | | | | | | | | | |
functional areas, learning who the stakeholders are and what their concerns and
| | | | | | | | | | | |
issues are, and developing a plan to address stakeholder concerns, the next step in
| | | | | | | | | | | | | |
business analytics is to:
| | | |
A.Examine the market environment. | | |
B.Begin identifying the type(s) of data required to conduct analysis.
| | | | | | | | |
C.Conduct research of similar past concerns to identify potential starting points.
| | | | | | | | | |
D.Develop an understanding of the processes and data that will be involved in
| | | | | | | | | | | |
analysis.
|
D. Develop an understanding of the processes and data that will be involved in
| | | | | | | | | | | | |
analysis.
|
Explanation: One must develop an understanding of the processes that produce or use
| | | | | | | | | | | |
data and information, along with an understanding of the actual data, as it is both
| | | | | | | | | | | | | | |
process activity and data produced by process activities that are the subject of
| | | | | | | | | | | | |
analytics activity.
| |
Continuous, iterative exploration on individual aggregate situations (e.g., patient lengths
| | | | | | | | |
of stay, resource management, revenue cycle acceleration, supply chain
| | | | | | | | |
