PMI PMI-PBA Dumps

The business analyst would recommend formal signoff to the group if errors in the product could result in financial solvency. Formal signoff is a process that ensures that the stakeholders agree on and approve the requirements and deliverables of the project. Formal signoff can help to reduce ambiguity, confusion, or disputes among the stakeholders and increase their accountability and commitment to the project. Formal signoff is especially important when errors in the product could result in financial solvency, as it implies that there is a high level of risk, complexity, or regulation involved in the project and that any mistake or defect could have severe consequences for the organization or its customers. The industry being unregulated is not a reason to recommend formal signoff to the group, as it implies that there is less need for compliance or verification of the product quality or performance. The project impact being contained within a small department of the company is not a reason to recommend formal signoff to the group, as it implies that there is less stakeholder involvement or interest in the project outcome or value. The organization following an iterative project life cycle is not a reason to recommend formal signoff to the group, as it implies that there is more flexibility and adaptability in the project scope and deliverables and that feedback and validation are obtained frequently throughout the project. References: Business Analysis for Practitioners: A Practice Guide 1, page 113-114; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 17.

 A version control system is a tool that can be used to track requirements documentation. A version control system is a tool that allows the business analyst to manage and record changes to the requirements documentation throughout the project lifecycle. A version control system can help to ensure that the requirements documentation is consistent, accurate, and up-to-date. A version control system can also help to facilitate collaboration and communication among the team members and stakeholders who work on or use the requirements documentation. A version control system can also help to identify and resolve any conflicts or issues that may arise from concurrent or conflicting changes to the requirements documentation. An affinity diagram is not a tool that can be used to track requirements documentation. An affinity diagram is a technique that involves grouping similar or related ideas, issues, or data into categories based on their affinity or similarity. An affinity diagram can help to organize and analyze complex or diverse information, but it does not track or manage changes to the requirements documentation. A data dictionary is not a tool that can be used to track requirements documentation. A data dictionary is a tool that defines and describes the data elements and their attributes that are used or produced by a system or a solution. A data dictionary can help to standardize and clarify the meaning and usage of data elements, but it does not track or manage changes to the requirements documentation. A business rules matrix is not a tool that can be used to track requirements documentation. A business rules matrix is a tool that documents and organizes the business rules that govern or constrain a system or a solution. A business rules matrix can help to specify and communicate the logic and behavior of a system or a solution, but it does not track or manage changes to the requirements documentation. References: Business Analysis for Practitioners: A Practice Guide 1, page 161-162; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 19-20.

 The change control process is a set of procedures and tools that are used to manage changes to the requirements and the solution throughout the project life cycle. The change control process is defined in the business analysis plan, which is a document that describes how the business analysis activities will be performed, monitored, and controlled. The business analysis plan also specifies the roles and responsibilities of the business analyst and other stakeholders involved in the change control process. The business analyst should follow the change control process as defined in the business analysis plan to ensure that any changes to the requirements are properly documented, analyzed, approved, communicated, and implemented. By following the change control process, the business analyst can avoid scope creep, maintain the quality and integrity of the requirements, and align the solution with the business needs and objectives. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 24; Business Analysis for Practitioners: A Practice Guide2, page 133.

 According to the PMI Guide to Business Analysis, a requirements traceability matrix is a tool that helps to ensure that the requirements are aligned with the business needs and objectives, and that they are verified and validated throughout the project life cycle. A requirements traceability matrix can also help to identify gaps, redundancies, and inconsistencies in the requirements. If the requirements matrix did not adequately track back to client requirements, it could result in a product that does not meet the client’s expectations or specifications, even if it passes the test plan. Therefore, it is important to establish and maintain a clear and accurate traceability of requirements from their source to their implementation and verification. References: PMI Guide to Business Analysis, page 179-180.

 Plurality is the decision role that was used by the project team to decide which requirements will be included in the next release. Plurality means that the option with the most votes is selected, even if it does not have a majority (more than 50%) of the votes. Plurality is a decision role that can be used when there are more than two options and a quick decision is needed. References: PMI Guide to Business Analysis, Chapter 4, Section 4.3.2.4; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 3.

User acceptance testing (UAT) is a process that should be done by the business analyst after the software developers have delivered a completed solution and the quality assurance team has passed it. User acceptance testing is a process of verifying that the solution meets the requirements and expectations of the end users and delivers value to them. User acceptance testing involves preparing test cases, scenarios, or scripts based on the acceptance criteria, executing them with representative users or stakeholders, collecting feedback, identifying defects or issues, and obtaining sign-off or approval for deployment. User acceptance testing can help to ensure that the solution is fit for use, suitable for purpose, and aligned with business objectives. Evaluating the solution against the project charter is not necessary at this stage, as it does not involve testing or validation by the end users or stakeholders. Evaluating the solution with the sponsor(s) is not sufficient at this stage, as it does not capture the perspective of all relevant users or stakeholders who will use or benefit from the solution. Conducting performance testing is not relevant at this stage, as it is usually done by the quality assurance team before delivering the solution to ensure that it meets the non-functional requirements such as speed, reliability, scalability, etc. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 14; Business Analysis for Practitioners: A Practice Guide2, page 80.

 According to the PMI Professional in Business Analysis objectives and content, a vision/scope document is a document that describes the high-level vision, scope, and objectives of a project or initiative. It also defines the key stakeholders, business needs, expected benefits, assumptions, constraints, and risks. A vision/scope document can help to align the stakeholders’ views of organizational improvement with the project’s purpose and direction. It can also help to establish a common understanding and agreement among the stakeholders, and provide a basis for planning and prioritizing the requirements. References:

PMI Professional in Business Analysis objectives and content: PMI-PBA Certification

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com

 Operational feasibility is the kind of feasibility assessment that the business analyst is undertaking to understand how well a potential solution fits into the organization. Operational feasibility evaluates how the solution will affect the current operations, processes, culture, and people of the organization. It also considers how the solution will be accepted, adopted, and used by the stakeholders. Technical feasibility is not the kind of feasibility assessment that the business analyst is undertaking, as it evaluates how the solution can be implemented using the available technology, infrastructure, and resources. Cost-effectiveness feasibility is not the kind of feasibility assessment that the business analyst is undertaking, as it evaluates how the solution will provide benefits that outweigh its costs. Time feasibility is not the kind of feasibility assessment that the business analyst is undertaking, as it evaluates how long it will take to implement the solution and whether it can meet the desired schedule. References: Business Analysis for Practitioners: A Practice Guide, page 41-42 1; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 14 

When a change request is received, the business analyst is responsible for analyzing the impact on business and underlying systems. The business analyst should assess how the change request will affect the business needs, objectives, and value, as well as the existing or planned systems, processes, and functions. The business analyst should also evaluate the feasibility, priority, and urgency of the change request, and provide recommendations and alternatives to the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page 132.

A configuration management system is a tool that can be used to trace the large number of requirements that will be generated by this project. A configuration management system is a system that consists of the processes, procedures, tools, and databases that are used to manage and control the configuration items of the project. A configuration item is any component of the project that has a defined and approved version, such as a requirement, a deliverable, a document, a model, a test case, etc. A configuration management system can help the business analyst and the project team to record, track, update, and maintain the configuration items throughout the project lifecycle, and to ensure their consistency, integrity, and traceability. A configuration management system can also help to handle changes, resolve issues, and measure the quality and performance of the project. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 24; Business Analysis for Practitioners: A Practice Guide2, page 133.

 Brainstorming is a technique that allows the collection of the maximum number of ideas on a subject from a group without considering the validity or practicality of the ideas. The purpose of brainstorming is to generate as many ideas as possible in a short time, without judging or evaluating them. The ideas can be later prioritized, categorized, or refined by using other techniques. Interviewing is a technique that involves asking questions to individuals or groups to elicit information, opinions, or feedback. Prototyping is a technique that involves creating a model or a representation of a solution or a part of it to validate requirements, assumptions, or concepts. Surveying is a technique that involves collecting data from a large number of respondents using predefined questions and formats. References: Business Analysis for Practitioners: A Practice Guide, page 71-72; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 15.

The first thing the business analyst should do immediately after the discussion with the project manager is to schedule time with the process owners. The process owners are the people or groups responsible for a specific business process or procedure that is affected by the project5. The business analyst needs to understand the current state of the processes, the pain points and opportunities, the requirements and expectations, and the impact of the project on the processes. By meeting with the process owners, the business analyst can establish a relationship, gather relevant information, and ensure alignment and collaboration. Putting the information into a project plan is premature, as the business analyst needs to conduct more analysis and planning before creating a project plan. Developing an issues log is not necessary, as there are no issues identified at this stage. Assessing the risks for the project is important, but it is not the immediate action, as the business analyst needs to understand the scope and objectives of the project first. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline2, PMI Guide to Business Analysis3, Business Analysis for Practitioners: A Practice Guide4, What is a Process Owner? Definition & Responsibilities

 The requirements baseline is a document that contains the approved and validated requirements that are used as the basis for developing the solution. The requirements baseline defines the scope and boundaries of the product development, as it specifies what the product must do, what features and functions it must have, and what criteria it must meet to satisfy the stakeholders’ needs and expectations. The requirements baseline also serves as a reference point for measuring the progress and performance of the product development, as well as for managing changes and resolving issues. The requirements baseline is established after the requirements have been elicited, analyzed, prioritized, and verified by the business analyst and the stakeholders, and it is formally approved by the project sponsor or other authorized person. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 92.

 A requirements traceability matrix (RTM) is a tool that helps to track the relationship between the requirements and the product features. It can be used to determine the scope of a change request by identifying which requirements and test cases are affected by the modification of an existing feature. A project schedule and cost baseline are not directly related to the product features, but rather to the project management aspects. A requirements attributes table is a tool that helps to classify and prioritize the requirements, but it does not show the link between the requirements and the product features. A sequence diagram is a tool that helps to illustrate the interactions between the components of the product, but it does not show the traceability of the requirements. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide

Requirements are statements of the needs, expectations, or conditions that must be met by a solution. Requirements should be clear, complete, consistent, and testable, so that they can be understood, verified, and validated by the stakeholders. If the requirements are not ready for peer review, it means that they have not met these quality criteria, and that they need to be refined or revised. One possible cause of this situation is that the requirements do not provide all of the information needed to define the work, such as the scope, objectives, deliverables, assumptions, constraints, risks, dependencies, etc. This would make it difficult for the peer reviewers to evaluate the feasibility, accuracy, and alignment of the requirements with the business needs and goals. The other options are not likely to cause this problem. Some requirements having not yet been discussed in a work group session is not a reason to delay the peer review, as long as the requirements have been elicited from the relevant sources and documented properly. The requirements’ reference codes not tracing to the attribute numbers in the work breakdown structure is a minor issue that can be easily fixed by updating the reference codes or the work breakdown structure. The requirements documents having not yet received sign-off from the sponsor is not a prerequisite for peer review, as sign-off is usually obtained after the peer review and validation process. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39.

One benefit of documenting the change control process is that stakeholders know how to request changes. The change control process is a process that defines how changes to the project scope, schedule, cost, quality, or requirements are identified, evaluated, approved, implemented, and communicated. Documenting the change control process helps to establish clear and consistent guidelines and procedures for managing changes and ensuring that they are aligned with the project objectives and stakeholder expectations. Documenting the change control process also helps to inform the stakeholders about how to request changes, what information and justification are required, who is responsible for reviewing and approving changes, and what criteria and methods are used for assessing the impact and value of changes. Stakeholders are not shielded from how changes are assessed by documenting the change control process, as it implies that they are excluded or unaware of the change evaluation and decision making process. On the contrary, documenting the change control process helps to increase transparency, collaboration, and communication among the stakeholders regarding changes. Stakeholders do not have a schedule of changes to be deployed by documenting the change control process, as it implies that they have a predetermined or fixed plan of when and how changes will be implemented. On the contrary, documenting the change control process helps to ensure that changes are implemented in a timely and effective manner based on their priority, feasibility, and dependency. Stakeholders do not understand the difficulty of managing requirements by documenting the change control process, as it implies that they have a negative or pessimistic view of the requirements management process. On the contrary, documenting the change control process helps to improve the quality and stability of the requirements and reduce ambiguity, confusion, or conflicts among the stakeholders. References: Business Analysis for Practitioners: A Practice Guide 1, page 163-164; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 20.

 MoSCoW is a requirements prioritization method that classifies requirements into four categories: Must have, Should have, Could have, and Won’t have. This method helps the business analyst and the stakeholders to agree on the essential requirements that must be delivered within a fixed time frame, and the desirable requirements that can be deferred or dropped if necessary. MoSCoW is suitable for this project because it allows the business analyst to focus on the minimum viable product that meets the business need of replacing the current enrollment and billing software application before the vendor contract ends, and to cope with the large volume of requirements by prioritizing them based on their value and urgency. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 92.

Functional specifications are a type of requirements documentation that describes what the system or product should do in terms of functions, features, behaviors, inputs, outputs, etc. Functional specifications can help the business analyst to document the requirements in a way that is clearly understood by the development team and provides enough information to check if the requirement has been met. Functional specifications can also include acceptance criteria, test cases, data models, user interface designs, etc. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 39.

 According to the PMI Guide to Business Analysis, a requirements review is a formal meeting where the requirements are presented and evaluated by the stakeholders, subject matter experts, and other relevant parties. The purpose of the review is to ensure that the requirements are clear, complete, consistent, feasible, testable, and aligned with the business needs and objectives. To prepare for the review, it would be best for the team to evaluate the requirements and highlight those that cannot be met or need to be deferred, as this would help to identify any gaps, risks, issues, or dependencies that need to be addressed or resolved before proceeding to the design phase. Preparing a test procedure, starting the design, or requesting a contract amendment are not appropriate actions to take before the review, as they could introduce errors, biases, or conflicts in the requirements. References: PMI Guide to Business Analysis, page 181-182.

 According to the PMI Professional in Business Analysis objectives and content, a traceability matrix is a tool that is used to track and link the requirements throughout the project life cycle. A traceability matrix can help to ensure that the product design meets the stated requirements by showing the relationships and dependencies between the requirements and the design elements, as well as the test cases and the verification results. A traceability matrix can also help to monitor the status and progress of the requirements and the design, and to identify and resolve any gaps, inconsistencies, or conflicts that may arise. A traceability matrix can also facilitate the impact analysis and change management of the requirements and the design. References:

PMI Professional in Business Analysis objectives and content: PMI-PBA Certification

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com

According to the PMI Guide to Business Analysis, a data dictionary is a tool that defines and describes the data elements and their attributes in a consistent and standardized way. A data dictionary can help to minimize the risk of misunderstanding or misinterpreting data items mentioned in the requirements documents, as it provides a common language and reference for all stakeholders involved in the project. A data dictionary can also help to ensure the quality, accuracy, and completeness of the data requirements. Planning a peer review, asking for a formal acceptance, or holding a workshop are other ways to improve the clarity and understanding of the requirements specification, but they do not address the specific issue of defining and describing the data items. References: PMI Guide to Business Analysis, page 169-170.

External dependencies are the factors or conditions that are outside the control of the project, but may affect its scope, schedule, cost, quality, or risks. External dependencies may include legal, regulatory, cultural, environmental, political, economic, or technological factors. An organization that is evaluating the possibility of conducting business internationally should investigate these factors at the onset of the initiative, as they may have significant impacts on the feasibility, viability, and desirability of the project. The other options are not factors that should be investigated at the onset of the initiative. Deliverables to be produced are the outputs or results of the project that meet the stakeholder requirements. Impacts on requirements baseline are the changes or deviations from the approved set of requirements that define the solution scope. Change control processes are the procedures and tools that manage how changes to the project scope, schedule, cost, quality, or risks are identified, evaluated, approved, implemented, and communicated. These factors are determined or addressed during the planning or execution phases of the project, not at the onset of the initiative. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39; 4.

When a business analyst uses subject matter experts to define roles and identify influencers, the project artifact that is created or updated is the stakeholder register. The stakeholder register is a document that identifies and records information about the stakeholders who are involved in or affected by the project or the solution. The stakeholder register can include information such as stakeholder names, roles, responsibilities, interests, expectations, influence levels, communication preferences, etc. The business analyst can use subject matter experts as sources of information or advice to help define roles and identify influencers among the stakeholders. Subject matter experts are individuals who have specialized knowledge or expertise in a specific domain or area related to the project or the solution. A RACI matrix is not a project artifact that is created or updated when a business analyst uses subject matter experts to define roles and identify influencers. A RACI matrix is a tool that defines and clarifies the roles and responsibilities of each stakeholder for each task or deliverable in the project. A RACI matrix can use four categories: Responsible (who performs the task), Accountable (who approves or oversees the task), Consulted (who provides input or feedback for the task), and Informed (who is notified of the task outcome). A SWOT analysis is not a project artifact that is created or updated when a business analyst uses subject matter experts to define roles and identify influencers. A SWOT analysis is a technique that involves identifying and evaluating the strengths, weaknesses, opportunities, and threats of an organization, a project, or a solution. A SWOT analysis can help to assess the internal and external factors that may affect the performance or value of an organization, a project, or a solution. A stakeholder management plan is not a project artifact that is created or updated when a business analyst uses subject matter experts to define roles and identify influencers. A stakeholder management plan is a document that describes how the stakeholders will be engaged, communicated with, managed, and satisfied throughout the project lifecycle. A stakeholder management plan can include strategies, actions, tools, and metrics for stakeholder management. References: Business Analysis for Practitioners: A Practice Guide 1, page 34-35; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 14-15.

Interface modeling is a technique to describe how different components or systems interact with each other and exchange information. Interface modeling can be used to depict how the solution will work with all of the company’s systems by showing the inputs, outputs, and dependencies of each system. Interface modeling can help to identify potential integration issues, gaps, and conflicts among the systems. The other techniques are not suitable for this purpose. Data modeling is a technique to define the structure, format, and relationships of data. Rules modeling is a technique to define the logic, constraints, and policies that govern the behavior of the solution. Enterprise modeling is a technique to describe the structure, culture, and processes of an organization. References: PMI-PBA® Examination Content Outline, page 11; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 54.

Requirements status during the project development cycle is the information that should be reported to the stakeholder who wants to know how the implementation of new features in the development of a product is progressing. The requirements status shows how many requirements are in each stage of the development cycle, such as analysis, design, development, testing, or deployment. This information can help the stakeholder understand the progress and quality of the product development and identify any issues or risks that may affect the delivery of the new features. Distribution of project changes is not relevant to the implementation of new features, as it shows how many changes have been requested, approved, or rejected for the project scope, schedule, cost, or quality. Number of requirements approved vs. number of requirements rejected is not relevant to the implementation of new features, as it shows how many requirements have been accepted or discarded by the stakeholders during the requirements analysis phase. Number of requirements tested and approved is not sufficient to report the implementation of new features, as it only shows how many requirements have passed the verification and validation process, but not how many are still in development or deployment stages. References: Business Analysis for Practitioners: A Practice Guide, page 161-162; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 19.

 Agile is an approach to enable developers and product owners to be in constant communication so that changes or issues that occur during development are exposed and discussed as they develop. Agile emphasizes iterative and incremental delivery of value, collaboration, feedback, and adaptation. Agile methods include Scrum, Kanban, XP, and others. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 14; Business Analysis for Practitioners: A Practice Guide (2015), page 17.

 A customer metrics tool is a tool that measures the satisfaction, loyalty, retention, and advocacy of customers. It helps to evaluate the performance and quality of the products or services offered by a company, as well as the effectiveness of the customer service and support. A customer metrics tool can also provide insights into the needs, preferences, expectations, and feedback of customers, which can help to improve the customer experience and increase customer retention and referrals. Some examples of customer metrics tools are12:

Customer Satisfaction Score (CSAT): This tool measures how satisfied customers are with a specific product, service, or interaction. It typically uses a scale of 1 to 5 or 1 to 10, where higher scores indicate higher satisfaction. CSAT can be used to assess the overall satisfaction of customers, or to focus on specific aspects, such as ease of use, quality, or speed.

Customer Effort Score (CES): This tool measures how easy or difficult it is for customers to complete a task, such as placing an order, resolving an issue, or finding information. It usually uses a scale of 1 to 7, where lower scores indicate lower effort. CES can be used to identify and eliminate the pain points and friction that customers encounter, and to enhance the customer experience and loyalty.

Net Promoter Score (NPS): This tool measures how likely customers are to recommend a product, service, or company to others. It uses a scale of 0 to 10, where customers are classified as detractors (0-6), passives (7-8), or promoters (9-10). NPS can be used to gauge the loyalty and advocacy of customers, and to calculate the growth potential and profitability of a company.

Churn Rate: This tool measures the percentage of customers who stop using a product or service within a given period of time. It can be calculated by dividing the number of customers who left by the total number of customers at the beginning of the period. Churn rate can be used to monitor the retention and attrition of customers, and to identify the reasons and factors that cause customers to leave.

Customer Lifetime Value (CLV): This tool measures the total revenue or profit that a customer generates for a company over their entire relationship. It can be calculated by multiplying the average purchase value by the average purchase frequency, and then multiplying the result by the average customer lifespan. CLV can be used to estimate the value and profitability of each customer, and to allocate resources and strategies accordingly.

A focus group is not a metrics tool, but rather a research method that involves a small group of customers who share their opinions and experiences about a product, service, or topic. A focus group can provide qualitative data and insights, but not quantitative measurements. A business completion metrics tool is a tool that measures the percentage of customers who complete a desired action, such as signing up, purchasing, or renewing. It can be used to evaluate the conversion and retention rates of customers, and to optimize the customer journey and funnel. A sales and marketing metrics tool is a tool that measures the performance and effectiveness of the sales and marketing activities and campaigns of a company. It can be used to track and analyze the sales and marketing goals, strategies, and outcomes, and to improve the sales and marketing efficiency and ROI. References: 1 The Top 5 Customer Satisfaction Metrics You Need to Track; 2 Customer Satisfaction Metrics: 7 Best Metrics to Measure

Decision trees, weighted matrix, and context diagrams are tools and techniques that can help the business analyst to maximize business value while establishing the requirements baseline. Decision trees are graphical representations of possible outcomes and choices based on certain conditions or criteria. Decision trees can help to evaluate and select the best option among multiple alternatives based on their expected value or risk. Weighted matrix are tables that assign scores and weights to different factors or measures to compare and prioritize them. Weighted matrix can help to rank the requirements based on their alignment with the business objectives, benefits, costs, risks, dependencies, urgency, etc. Context diagrams are visual models that show the boundaries and interactions of a system or product with its environment. Context diagrams can help to define the scope and stakeholders of a project, as well as their needs and expectations. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11-12; Business Analysis for Practitioners: A Practice Guide (2015), page 66-69.

 The business analyst can determine the impact of a new requirement on existing requirements by reviewing the requirements traceability matrix. The requirements traceability matrix is a tool that tracks the relationships and dependencies among the requirements, as well as other project elements such as design, test cases, risks, or issues. By reviewing the requirements traceability matrix, the business analyst can identify which existing requirements are affected by the new requirement and assess the impact of the change on the scope, schedule, cost, or quality of the project. Performing a stakeholder analysis is not a way to determine the impact of a new requirement on existing requirements, as it focuses on identifying and understanding the needs, expectations, and influence of the stakeholders, not the requirements. Using time-boxing to defer the new requirement is not a way to determine the impact of a new requirement on existing requirements, as it postpones the analysis and implementation of the new requirement until a later iteration or phase of the project. Updating the use case documentation is not a way to determine the impact of a new requirement on existing requirements, as it only reflects how the new requirement affects one aspect of the solution functionality, not the entire project. References: Business Analysis for Practitioners: A Practice Guide 1, page 161-162; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 19.

The business analyst should check the traceability matrix to identify affected use cases. A traceability matrix can help the business analyst to find out which use cases are related to the new set of regulations, and how they will impact the scope, schedule, cost, quality, and risk of the project. The business analyst should also communicate the changes to the relevant stakeholders, and update the requirements documentation and the business analysis plan accordingly. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 20; Business Analysis for Practitioners: A Practice Guide2, page 100.

Nonfunctional requirements are the characteristics or qualities of a solution that describe how well it performs or operates. They include aspects such as usability, reliability, availability, scalability, security, performance, etc. The website crashing frequently indicates that the nonfunctional requirements related to availability and performance were not identified and tested properly. Quality attributes are another term for nonfunctional requirements, so option A is equivalent to option C. Critical business requirements and essential product requirements are both functional requirements, which describe what a solution does or provides, not how well it does it. Therefore, options B and D are incorrect. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 18; Business Analysis for Practitioners: A Practice Guide, page 114-115.

A fishbone diagram, also known as a cause-and-effect diagram or an Ishikawa diagram, is a tool that helps to identify and analyze the possible causes of a problem or an effect. It can help the business analyst to perform a root cause analysis in order to analyze and resolve the discrepancy identified through user acceptance testing. A fishbone diagram has a structure that resembles a fish skeleton, with a head, a spine, and several branches. The head represents the problem or the effect, the spine represents the main cause categories, and the branches represent the sub-causes or factors that contribute to the problem or the effect. By creating a fishbone diagram, the business analyst can brainstorm and organize the potential causes of the software flaw, and then investigate and verify the most likely root cause. A fishbone diagram can also help to communicate the findings and recommendations to the stakeholders and the development team. An interface analysis is a tool that helps to identify and describe the interactions and dependencies between different components or systems. It does not help to perform a root cause analysis in order to analyze and resolve the discrepancy identified through user acceptance testing, as it does not focus on the causes and effects of the problem. A Delphi estimation is a tool that helps to obtain a consensus among a group of experts on a complex or uncertain issue. It does not help to perform a root cause analysis in order to analyze and resolve the discrepancy identified through user acceptance testing, as it does not provide a systematic and structured way to identify and analyze the causes of the problem. A functional decomposition is a tool that helps to break down a complex system or process into smaller and simpler components or functions. It does not help to perform a root cause analysis in order to analyze and resolve the discrepancy identified through user acceptance testing, as it does not show the relationships and influences between the components or functions. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide3, Root Cause Analysis: Definition, Examples & Methods | Tableau1

 The MoSCoW technique is a prioritization technique that helps to rank requirements according to their importance and urgency. The acronym stands for Must have, Should have, Could have, and Won’t have. This technique can help the business analyst to manage requirements by focusing on the most critical ones and minimizing the scope creep. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 19.

The decision-making process in the business analysis plan defines how decisions will be made regarding the requirements and the business analysis approach. It specifies the roles and responsibilities of the decision makers, the criteria and methods for making decisions, and the process for resolving conflicts and disagreements. Having a clear decision-making process can help the business analyst facilitate the requirements workshop and reach an agreement among the stakeholders with different points of view and priorities. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 13.

Workshop sessions are a technique to elicit, analyze, and prioritize requirements by bringing together a group of stakeholders, such as subject matter experts, to collaborate and reach a consensus. Workshop sessions can be used to identify and prioritize the requirements for a newly approved project. The other techniques are not suitable for this purpose. Delphi technique is a technique to obtain expert opinions anonymously and iteratively until a consensus is reached. Brainstorming is a technique to generate a large number of ideas or solutions in a short time. Idea and mind mapping is a technique to visually organize ideas or information using diagrams or graphs. References: PMI-PBA® Examination Content Outline, page 10; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 50.

 Prototyping is a technique that involves creating a simplified or partial version of the solution to elicit feedback from the stakeholders. Prototyping can help the business analyst to deal with a complex project with stakeholders who find it difficult to articulate their needs by providing a visual and interactive representation of the solution. Prototyping can also help to reduce requirements risk by validating or verifying the requirements, identifying gaps or errors, and resolving ambiguities or conflicts. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 12; Business Analysis for Practitioners: A Practice Guide (2015), page 69.

The person identified in the RACI matrix as accountable for deployment approval is the one who should be contacted by the business analyst to review the testing results and get approval to proceed with deployment. The RACI matrix defines who is Responsible, Accountable, Consulted, and Informed for each task or deliverable in a project or a process. The accountable person has the authority and accountability to approve or reject the work. The tester identified in the testing strategy is not necessarily the one who can approve deployment, as they may only be responsible for conducting testing. The project manager identified in the project charter may not have the authority to approve deployment, as they may only be responsible for managing the project. The project sponsor identified in the scope document may not be involved in deployment approval, as they may only be informed of the project progress and outcomes.

A questionnaire is an elicitation technique that involves sending a set of written questions to a large number of users or stakeholders to gather information about their needs, preferences, opinions, or feedback. A questionnaire is best suited for eliciting information from a large group of users in a short period of time, as it is cost-effective, easy to administer, and allows for anonymity and standardization. A questionnaire can also reach users who are geographically dispersed or unavailable for face-to-face meetings. References: PMI Guide to Business Analysis, Chapter 6, Section 6.3.2.9; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain III: Analysis, Task 2.

According to the PMI Guide to Business Analysis, the requirements baseline is a version of the requirements that has been formally reviewed and agreed upon by the stakeholders, and that serves as a basis for further development and validation activities. The requirements baseline is ready for sign-off when the requirements are clear, consistent, complete, and validated. These are the four characteristics of good requirements that ensure that they are understandable, unambiguous, accurate, and feasible. Complete means that the requirements cover all the necessary aspects of the business problem or opportunity, and that they do not have any gaps or omissions. Clear means that the requirements are expressed in simple and precise language, and that they avoid any jargon or ambiguity. Consistent means that the requirements do not have any conflicts or contradictions with each other or with the business objectives. Validated means that the requirements have been checked and confirmed by the stakeholders, and that they meet their needs and expectations. References: PMI Guide to Business Analysis, page 183-184.

The best course of action to take when the customer reports defects after implementation of the product is to compare reported defects with user acceptance test results. User acceptance testing (UAT) is a process of verifying that the solution meets the requirements and expectations of the end users and delivers value to them. User acceptance testing involves preparing test cases, scenarios, or scripts based on the acceptance criteria, executing them with representative users or stakeholders, collecting feedback, identifying defects or issues, and obtaining sign-off or approval for deployment. By comparing reported defects with user acceptance test results, the business analyst can determine whether the defects were already detected and resolved during UAT, whether they were missed or overlooked during UAT, or whether they emerged after UAT due to changes in the environment, configuration, data, or usage. This can help to assess the impact and severity of the defects and decide on the appropriate actions to address them. Escalating the issue to the project manager since the acceptance was given by the customer is not helpful, as it does not involve investigating or resolving the defects. Doing nothing since the solution is now the responsibility of the operations manager is not responsible, as it does not ensure customer satisfaction or solution quality. Involving the end users and planning a new round of acceptance tests to check the gaps is not feasible, as it may be costly, time-consuming, and disruptive to conduct another UAT after implementation. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 14; Business Analysis for Practitioners: A Practice Guide2, page 80.

 The technical staff and testing team from Company A are responsible for writing and coding the requirements and testing the new functionality. Responsible means that the person or group is assigned to perform the work or activity. The responsible role is often indicated by the letter R in a RACI matrix, which is a tool for identifying roles and responsibilities of stakeholders. References: PMI Guide to Business Analysis, Chapter 4, Section 4.3.2.3; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 2.

The business case is a document that provides the justification for initiating a project or program. It describes the business problem or opportunity, the benefits and costs of the proposed solution, and the risks and assumptions involved. The business case also includes the intangible costs and benefits associated with the change, such as the disruption and short-term loss of productivity that the client anticipates. The business analyst can use the business case to communicate the value proposition of the project or program to the stakeholders and decision makers. References: PMI Guide to Business Analysis, Chapter 3, Section 3.2.1; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain II: Planning, Task 4.

 Stakeholder analysis is a process of identifying and analyzing the stakeholders who have an interest or influence on the project and its outcomes. Stakeholder analysis helps to ensure that the requirements are elicited from all relevant sources and that the stakeholders are appropriately engaged throughout the project. By identifying the user from a department that did not participate in the requirements analysis as a stakeholder, the business analyst could have avoided the situation of logging a defect during user acceptance testing and minimized the impact on the project. Interviewing the user to understand how the user’s work would be impacted, involving the user in the development and sign-off of the business requirements, and giving the user the opportunity to review the user acceptance test scripts are possible actions that could be taken after identifying the user as a stakeholder, but they are not sufficient to avoid the situation and minimize the impact on the project. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2, page 55.

Internal rate of return (IRR) is a technique that calculates the annualized rate of return of an investment or a project. IRR can help the business analyst to determine the estimated growth rate of potential solution options by comparing the present value of the expected cash inflows and outflows of each option. IRR can also help to select the option that has the highest rate of return and exceeds the minimum required rate of return or the cost of capital. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11; Business Analysis for Practitioners: A Practice Guide (2015), page 66.

 Phased baselining is an approach that involves dividing the requirements into smaller subsets or increments that can be approved, developed, and delivered separately. Phased baselining can help to cope with the requirements’ volatility, as it allows the business analyst and the stakeholders to accommodate changes and feedback in each increment, and to adjust the scope and priorities of the subsequent increments accordingly. Phased baselining can also reduce the risk and uncertainty of the project, as it enables early validation and verification of the solution, and provides more flexibility and adaptability to the changing business environment and regulations. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 24; Business Analysis for Practitioners: A Practice Guide2, page 133.

A requirements traceability matrix (RTM) is a tool that helps to map and track the user requirements with the test cases, and to ensure that the requirements are met by the solution. A RTM can also include other attributes or characteristics of the requirements, such as priority, risk, complexity, source, owner, etc. One of these attributes can be the system and architectural stability, which reflects the degree of reliability, robustness, and resilience of the system and its architecture. By including this attribute in the RTM, the business analyst can ensure that the requirement meets the acceptance criteria for system and architectural stability, and that the test cases can verify and validate this attribute. A RTM can also help to identify any gaps, inconsistencies, or conflicts between the requirements and the test cases, and to manage any changes or issues that may arise during the development process. References: = 1, 2

 Team peer review is a technique that is used to identify ambiguous or unverifiable requirements. Team peer review is a technique that involves having a group of peers or experts examine and evaluate the requirements for quality, completeness, correctness, clarity, consistency, and testability. Team peer review can help to identify any ambiguous or unverifiable requirements that may cause confusion, misunderstanding, or errors in the project. Team peer review can also provide feedback and suggestions for improvement or resolution of any issues or defects in the requirements. Fishbone analysis is not a technique that is used to identify ambiguous or unverifiable requirements. Fishbone analysis is a technique that is used to identify the root causes of a problem or an effect by analyzing its contributing factors and their relationships. Fishbone analysis can help to understand why a problem exists or why an effect occurs, but it does not directly examine or evaluate the quality of the requirements. Resource checklist is not a technique that is used to identify ambiguous or unverifiable requirements. Resource checklist is a tool that is used to identify and document the resources needed to perform business analysis activities, such as people, tools, facilities, equipment, etc. Resource checklist can help to plan and manage the resources required for business analysis work, but it does not assess or verify the quality of the requirements. Traceability matrix is not a technique that is used to identify ambiguous or unverifiable requirements. Traceability matrix is a tool that is used to track and document the relationships and dependencies among requirements and other project elements, such as design, test cases, risks, issues, etc. Traceability matrix can help to monitor and control changes to requirements and ensure alignment with project objectives and stakeholder needs, but it does not measure or validate the quality of the requirements. References: Business Analysis for Practitioners: A Practice Guide 1, page 162-163; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 19-20.

According to the PMI Professional in Business Analysis objectives and content, a prototype is a tool that can be used to elicit, analyze, and validate requirements. A prototype is a representation of a solution that allows stakeholders to interact with it and provide feedback. By developing a prototype, the business analyst can gather functional requirements from the end user and ensure that the new interface supports their core business processes. A prototype can also help to reduce ambiguity, resolve conflicts, and increase stakeholder satisfaction. References:

PMI Professional in Business Analysis objectives and content: PMI-PBA Certification

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: PMI.com

 According to the PMI Professional in Business Analysis objectives and content, a prototype is a tool that can be used to demonstrate the features and functionality of a product or solution in an iterative manner. A prototype can help to elicit, validate, and verify requirements, as well as to obtain feedback and approval from stakeholders. A prototype can also help to reduce risks, errors, and rework, and to increase customer satisfaction and quality. A proof-of-concept model is a type of prototype that is used to test the feasibility and viability of a product or solution. A proof-of-concept model can help to show the benefits and value of the product or solution, and to identify any technical or business challenges or constraints. References:

PMI Professional in Business Analysis objectives and content: PMI-PBA Certification

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com

The system requirements verification matrix is a tool that helps to track the status of each requirement throughout the project lifecycle. It shows whether a requirement has been accepted, rejected, deferred, or implemented. The business analyst should have used this tool to record the reasons for rejection or deferral of any requirement, as well as the impact and resolution of such changes. This way, the business analyst can easily provide a list of rejected and deferred requirements to the project manager upon request. Setting up a change control board is not enough to track the number of rejections, as it does not provide a detailed record of each requirement’s status. Limiting the number of rejected requirements on the project is not a realistic or helpful approach, as some requirements may be invalid, incomplete, or conflicting and need to be rejected or deferred for the benefit of the project. Spending more time up-front reviewing the requirements may reduce the chances of rejections, but it does not guarantee that no requirement will be rejected or deferred later in the project. References: Business Analysis for Practitioners: A Practice Guide, page 161-162; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 19.

A requirements management plan is a document that describes how the requirements will be elicited, analyzed, documented, validated, and managed throughout the project. It typically includes the following components12:

Requirements work plan: This component defines the activities, tasks, resources, schedule, and deliverables for the requirements process. It also identifies the roles and responsibilities of the requirements team and other stakeholders.

Prioritization process: This component describes the criteria and methods for prioritizing the requirements based on their value, urgency, risk, dependency, and other factors. It also defines the levels of priority and how they will be communicated and updated.

Traceability matrix template: This component provides a format for documenting the relationships and dependencies among the requirements, the sources of the requirements, and the project deliverables. It also helps to track the status, changes, and verification of the requirements.

Other components: Depending on the project context and complexity, the requirements management plan may also include other components, such as requirements definition, requirements attribute template, requirements change control process, requirements communication plan, requirements validation plan, and requirements metrics12. References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 9; 2 Business Analysis for Practitioners: A Practice Guide, page 121-122

According to the PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, one of the tasks under the domain of Planning is to “Develop a risk management plan for business analysis activities and monitor risks, issues, and assumptions” (Task 9). This implies that the business analyst is responsible for identifying, analyzing, and managing the risks that may affect the business analysis activities and deliverables. If the risks are not addressed properly, they may result in deviations from the baseline budget, schedule, scope, or quality of the product. Therefore, the issue in this scenario could be that the risks identified in the risk management plan were not addressed properly.

Clear and unambiguous requirements are crucial for verification. Ambiguity can lead to misunderstandings and difficulty in assessing whether the product meets the specified needs during testing. References: PMI-PBA® Examination Content Outline, Business Analysis for Practitioners: A Practice Guide.

 The business analyst must perform a cost-benefit analysis in order to complete the business case and arrive at a solid recommendation. A cost-benefit analysis is a technique that compares the costs and benefits of different options or alternatives for solving a business problem or achieving a business opportunity. A cost-benefit analysis helps to evaluate the return on investment (ROI), the net present value (NPV), and the payback period of each option, and to select the most optimal one based on the business value and the strategic alignment. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 40.

The next step that the business analyst should take after incorporating all the relevant feedback from stakeholders in the business analysis plan is to obtain approval on the plan. The business analysis plan is a document that describes how the business analysis activities will be performed, managed, and controlled throughout the project. It should be approved by the key stakeholders before the business analyst starts documenting or implementing the requirements. The approval process ensures that the stakeholders agree on the scope, approach, deliverables, roles, and responsibilities of the business analysis work. Starting documenting requirements without obtaining approval on the plan is not advisable, as it may lead to confusion, rework, or conflicts among the stakeholders. Storing the document for safe keeping is not a productive step, as it does not communicate or validate the plan with the stakeholders. Starting implementing the project without obtaining approval on the plan is not feasible, as it may result in wasted resources, missed expectations, or failed outcomes. References: Business Analysis for Practitioners: A Practice Guide 1, page 29-30; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 13.

The purpose of reviewing the system use cases and screen mockups with the client team is to validate that the system is aligned with the stakeholder requirements. Validation is a process of ensuring that the solution meets the needs and expectations of the stakeholders and delivers value to them. Validation involves checking whether the solution is feasible, acceptable, complete, correct, consistent, and testable. By walking through the artifacts with the client team, the business analyst can obtain feedback, confirm understanding, identify gaps or errors, and resolve issues. Verifying that the documents are aligned with the transition requirements or the solution requirements are possible outcomes of the review meeting, but they are not the main purpose. Verifying that the system is aligned with the quality requirements is not relevant to this scenario, as quality requirements are related to how well the solution performs rather than what it does. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 76.

 A matrix is a tool that can be used to record, organize, and track the requirements throughout the lifecycle of the project. A matrix can help the business analyst to identify the sources, dependencies, relationships, and attributes of the requirements, as well as to monitor their status, changes, and traceability. A matrix can also facilitate the communication, verification, and validation of the requirements with the stakeholders, and ensure their alignment with the business needs and objectives. A matrix can be updated and reviewed regularly to reflect the current state of the requirements and the solution, and to obtain the approval and acceptance from the stakeholders. A common example of a matrix is the Requirements Traceability Matrix (RTM), which is a tool that links the requirements to the project scope, objectives, deliverables, and test cases12. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3, page 18; Business Analysis for Practitioners: A Practice Guide4, page 92.

 A weighted-ranking matrix is a technique that involves assigning scores and weights to different criteria and options to compare and prioritize them. A weighted-ranking matrix can help the business analyst to prepare the recommendation by quantifying and ranking the three different solution options based on their alignment with the business objectives, benefits, costs, risks, and other factors. A weighted-ranking matrix can also help to justify and communicate the recommendation with evidence and transparency. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11; Business Analysis for Practitioners: A Practice Guide (2015), page 66.

 Measurable and testable requirements are requirements that have clear and specific criteria that can be used to verify and validate the product against the customer’s expectations. Measurable and testable requirements can help to avoid ambiguity, confusion, or disagreement between the customer and the company. If the customer’s acceptance test plan did not have measurable and testable requirements, it could result in a situation where the product was successfully verified against the acceptance test criteria, but the customer did not believe that the product met the requirements. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 40.

 Documenting the source of each requirement in the requirements traceability matrix allows for easy identification of the requestor and facilitates communication with stakeholders. References: PMI-PBA® Examination Content Outline, Business Analysis for Practitioners: A Practice Guide.