PMI-PBA PMI Professional in Business Analysis Questions and Answers

Power/interest grid is a technique that involves plotting the stakeholders on a matrix based on their level of power and interest in the project. Power/interest grid can help the business analyst to identify and categorize the stakeholders during the initial phase of a project by showing how influential and engaged each stakeholder is. Power/interest grid can also help to determine the appropriate communication and engagement strategy for each stakeholder group. References: = PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline (2019), page 9; Business Analysis for Practitioners: A Practice Guide (2015), page 61.

 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 best approach to resolve this issue is to suggest re-estimating the requirement and following the change control process. This would allow the project team to assess the impact of the change request, evaluate the feasibility and cost of the modification, and obtain the approval of the stakeholders before implementing the change. A change control process is a method used to manage change requests for projects and big initiatives. It’s part of a change management plan, which defines the roles for managing change within a team or company1. Meeting with the customer and apologizing for misunderstanding the business’s need is not sufficient, as it does not address the root cause of the problem or propose a solution. Providing the stakeholder with a copy of the approved requirements baseline and moving forward without making a change is not acceptable, as it ignores the stakeholder’s feedback and dissatisfaction. Requiring development resources to work overtime to modify the deliverable to satisfy the stakeholder is not advisable, as it may compromise the quality of the work, increase the project cost and risk, and demoralize the team. 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 Change Control Process? (with Example Change Log)

 A change control process is a set of procedures that defines how changes to the requirements are identified, assessed, approved, implemented, and communicated. A change control process helps to ensure that changes are aligned with the business objectives, do not introduce unnecessary risks, and do not adversely affect the quality of the solution. A change control process also helps to manage stakeholder expectations and avoid scope creep. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 77.

The best practice in product validation is that the evaluation criteria should be the same as what was used to measure the requirement. Product validation is a process that confirms that the product meets the stakeholder needs and expectations and delivers value to them. Product validation involves testing and verifying the product against predefined criteria and standards that reflect the requirements. The evaluation criteria should be consistent with what was used to measure the requirement during analysis, as this ensures that there is no discrepancy or deviation between what was specified and what was delivered. The measurement of the requirement should not be based on the average of two or more evaluations, as this is not a best practice in product validation. Averaging two or more evaluations may result in inaccurate or misleading results, as it may mask or dilute any errors, defects, or variations in the product quality or performance. Averaging two or more evaluations may also introduce bias or subjectivity into the validation process, as different evaluators may have different methods, tools, or perspectives for measuring the product. There should not be two separate measurements for evaluating each functional requirement, as this is not a best practice in product validation. Having two separate measurements may create confusion or inconsistency in the validation process, as it may lead to conflicting or contradictory results, depending on how each measurement is defined, performed, or interpreted. Having two separate measurements may also increase complexity or redundancy in the validation process, as it may require more time, effort, or resources to conduct and compare each measurement. Two or more testers should not test the product using the same test cases so that their evaluations are consistent, as this is not a best practice in product validation. Having two or more testers use the same test cases may result in duplication or inefficiency in the validation process, as it may waste time, effort, or resources to perform identical tests without adding any value or information. Having two or more testers use the same test cases may also reduce effectiveness or reliability in the validation process, as it may overlook or ignore any errors, defects, or variations that are not covered by those test cases. References: Business Analysis for Practitioners: A Practice Guide 1, page 113-114; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 17-18.

The workflow trigger that the business analyst should incorporate is any change to the requirements matrix. This trigger would ensure that the appropriate stakeholders are notified of any updates, additions, deletions, or modifications to the requirements that affect the business analysis repository. Changes to test cases traced to requirements, change through project life cycle, and changes to stakeholder memberships are not relevant triggers for the notification workflow, as they do not directly affect the requirements matrix. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide

Decomposition is an analysis technique that breaks down a complex system, process, or problem into smaller and simpler components. It helps to identify the tasks, activities, functions, features, and requirements that are necessary to implement the deliverable. Decomposition also helps to organize, structure, and prioritize the components based on their dependencies and relationships. Organization, dependency, and interface are not analysis techniques, but rather aspects or results of decomposition . References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 10; Business Analysis for Practitioners: A Practice Guide, page 131-132

 A use case is a technique that describes how an actor interacts with a system to achieve a goal or perform a task. A use case consists of a main scenario and possible alternative scenarios that capture the normal, exceptional, and error flows of events. A use case can be used as a source for building tests of end-to-end business processes across business functions and systems, as it provides a comprehensive and realistic view of the expected behavior and outcomes of the solution. A use case can also help to verify and validate the functional requirements and acceptance criteria of the solution. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 20; Business Analysis for Practitioners: A Practice Guide2, page 99.

The business analyst should communicate that the status of this requirement has changed to the relevant stakeholders, such as the project manager, the sponsor, the development team, and the quality assurance team. Communication is an essential skill for business analysts, as it helps to ensure that everyone involved in the project is aware of the current state of the requirements, the rationale behind any changes, and the impact of those changes on the project scope, schedule, budget, quality, and risks. Communication also helps to manage stakeholder expectations and avoid confusion or conflicts. Bringing the subsequent project to the change control board (CCB) is not necessary at this stage, as the requirement has been deferred and not added to another project. Asking the stakeholders to review the requirement before any other action is taken is not effective, as the requirement cannot be implemented until the needed information is available. Marking the requirement as complete so that it is not forgotten is incorrect, as it does not reflect the true status of the requirement and may cause errors or inconsistencies in the requirements documentation and traceability. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 77.

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

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 requirements baseline is a set of approved requirements that serves as the basis for further development and validation. A requirements baseline approval form is a document that records the formal acceptance of the requirements baseline by the customer and other stakeholders. Creating a requirements baseline approval form for the customer to review and approve is the best action to take to establish an approved requirements baseline with the customer. The other actions are not sufficient or appropriate for this purpose. A requirements traceability matrix is a tool that links the requirements to their sources, objectives, and deliverables, but it does not record the approval of the requirements. Requesting that the customer create a baseline of the requirements in the contract specification is not a proactive or collaborative approach. Performing a variance analysis on the design specification and reporting the results to the customer is not relevant to establishing an approved requirements baseline. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39.

The selected project life cycle is a characteristic of the project that is needed to determine the approach so that the business analyst can validate whether they will need to have a discussion about the budget. The project life cycle is the sequence of phases or stages that the project goes through from initiation to closure. The project life cycle can be selected based on various factors, such as the nature, complexity, size, and uncertainty of the project, the stakeholder preferences, the organizational culture, and the industry standards. The project life cycle can influence the approach that the business analyst and the project team use to plan, execute, monitor, and control the project, and to deliver the product or service. The project life cycle can also affect the budget, schedule, scope, and quality of the project, and the level of stakeholder involvement and communication. Therefore, the business analyst should understand the selected project life cycle and its implications for the project, and validate whether it is appropriate and feasible for the project, and whether it requires any adjustments or discussions with the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 84.

 A configuration management system is a capability that will help ensure that the product conforms to approved requirements, changes can be documented, and the status of each change can be reported. 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.

Requirements management is a method for requirements change control. Requirements management is a process that involves planning, monitoring, and controlling the requirements and the solution throughout the project lifecycle. Requirements management can help the business analyst to ensure that the requirements are clear, complete, correct, and consistent, and that they align with the business needs and objectives. Requirements management can also help to handle changes to the requirements and the solution, and to communicate the impact and implications of the changes to the stakeholders. Requirements management can be done using various tools and techniques, such as a requirements management plan, a requirements traceability matrix, a change control system, and a configuration management system52. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3, page 24; Business Analysis for Practitioners: A Practice Guide4, page 133.

According to the PMI Guide to Business Analysis, user acceptance testing is a technique that involves verifying and validating that the solution meets the business requirements and satisfies the stakeholder needs and expectations. User acceptance testing is usually performed by the end users or their representatives, who evaluate the solution against predefined acceptance criteria and provide feedback on its functionality, usability, performance, quality, etc. User acceptance testing can help to determine whether a solution satisfies business requirements, as it can demonstrate that the solution delivers the intended business value and benefits, and that it meets or exceeds the stakeholder satisfaction. By reviewing the results of user acceptance testing, a business analyst can assess how well the solution meets business requirements, and identify any gaps or issues that need to be addressed or resolved. Evaluating the solution against the project charter, conducting a brainstorming session with end users, or reviewing the traceability matrix are other ways to analyze and validate requirements, but they do not necessarily determine whether a solution satisfies business requirements, as they do not involve testing or evaluating the solution in real or simulated conditions. References: PMI Guide to Business Analysis, page 317-318.

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.

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.

Interface analysis is a technique that involves identifying and describing how a system or product interacts with other systems, products, or users. Interface analysis can help the business analyst to analyze the complex, in-house processes that are being converted into the new system by defining the inputs, outputs, functions, features, behaviors, and performance of each interface. Interface analysis can also help to ensure compatibility, interoperability, usability, and security of each interface. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 12; Business Analysis for Practitioners: A Practice Guide (2015), page 69.

Requesting information on the current ordering process and comparing it with other companies is a technique that involves gathering data and benchmarking best practices from similar or relevant sources. Requesting information on the current ordering process and comparing it with other companies can help the business analyst to take the next step after completing the requirements by analyzing the current state of the problem, identifying gaps or opportunities for improvement, and proposing possible solutions or alternatives. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 12; Business Analysis for Practitioners: A Practice Guide (2015), page 69.

A business rule is a statement that defines or constrains some aspect of the business and always resolves to either true or false. Business rules are intended to assert business structure or to control or influence the behavior of the business. Business rules describe the operations, definitions and constraints that apply to an organization. Business rules can apply to people, processes, corporate behavior and computing systems in an organization, and are put in place to help the organization achieve its goals. By documenting a business rule, the business analyst can ensure that the business need can be validated against the criteria that govern the business operations and outcomes. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 19; Business Analysis for Practitioners: A Practice Guide2, page 97.

A configuration management system is a standardized, effective, and efficient way to manage changes to project documentation. A configuration management system is a set of tools and processes that help to track, control, and update the configuration items (CIs) of a project, such as documents, requirements, designs, code, tests, etc. A configuration management system helps to ensure that the project documentation is consistent, accurate, and up-to-date throughout the project life cycle. It also helps to maintain the traceability and auditability of the changes made to the project documentation. A configuration management system typically includes the following components:

A configuration management plan that defines the scope, roles, responsibilities, policies, procedures, and standards for configuration management.

A configuration management database (CMDB) that stores the information about the CIs, their attributes, relationships, versions, baselines, and changes.

A configuration identification process that assigns unique identifiers and names to the CIs and their versions.

A configuration control process that evaluates, approves, and implements changes to the CIs and their versions.

A configuration status accounting process that records and reports the status and history of the CIs and their versions.

A configuration verification and audit process that verifies and validates the CIs and their versions against the requirements and specifications.

References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 13.

 Active observation is an elicitation technique that involves observing the work performed by stakeholders in their own environment and asking questions to clarify or confirm the understanding of the process. Active observation allows the business analyst to gain insights into the current state, identify gaps or issues, and discover undocumented or implicit requirements. Active observation is different from participatory observation, which involves performing the work alongside the stakeholders, and from interview, which involves asking structured or unstructured questions to elicit information from stakeholders. Simulation is an elicitation technique that involves creating a model or a prototype of the solution or a part of it and using it to elicit feedback from stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 62.

 Inspection is a technique or tool that is used to obtain acceptance of the delivered product. Inspection is a process that involves examining and measuring the product or its components against the predefined standards, criteria, or specifications, to determine its quality, completeness, and correctness. Inspection can help the business analyst and the project team to identify and correct any defects, errors, or deviations in the product, and to ensure that it meets the requirements and the stakeholder expectations. Inspection can also help to obtain the formal approval and acceptance of the product from the customer and other stakeholders, and to confirm that the product is ready for delivery or deployment. Inspection can be done using various methods, such as reviews, walkthroughs, audits, or tests. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 21; Business Analysis for Practitioners: A Practice Guide2, page 101.

 A properly written requirement statement should be clear, concise, consistent, complete, and testable. It should specify what the product or service should do, not how it should do it. It should also avoid using ambiguous or vague words that could be interpreted differently by different stakeholders. Among the four options, only option C meets these criteria. Option C is a properly written requirement statement because it clearly and precisely defines the attribute of the pot (the colors) and the possible values for that attribute (yellow, red, brown, blue). It is also consistent with the standard terminology and format for requirement statements, and it is complete and testable, as it can be verified by inspection or measurement. Option A is not a properly written requirement statement because it uses ambiguous and vague words such as “lightweight” and “heat up quickly”. These words do not specify the exact or measurable criteria for the pot’s weight and heating time, and they could mean different things to different stakeholders. Option B is not a properly written requirement statement because it does not specify the conditions or constraints for the pot’s usability in the oven or on the stove. For example, it does not state the maximum temperature or duration that the pot can withstand, or the type of oven or stove that the pot can be used on. Option D is not a properly written requirement statement because it does not specify the requirement for the pot itself, but rather for the company brand. The company brand is not a feature or function of the pot, but rather a marketing or branding strategy. The requirement statement should focus on the pot’s characteristics and capabilities, not on the company’s image or reputation. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide3, How To Write Good Requirements (With Example) - TestLodge Blog

Verification is the process of ensuring that the requirements meet a quality checklist and conform to the specified standards, rules, and criteria. Verification can help the business analyst to ensure that all requirements meet a quality checklist before the development and testing phase by checking the completeness, correctness, clarity, consistency, and testability of each requirement. Verification can also help to identify and resolve any defects, errors, or ambiguities in 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.

 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 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

 According to the PMI Guide to Business Analysis, one of the best practices for managing changes to requirements is to communicate them to all relevant stakeholders and solicit their feedback before approving or rejecting the change request. This ensures that the impact of the change is understood and agreed upon by all parties, and that the change does not introduce any conflicts or inconsistencies with the existing requirements. By sharing the new requirements with all stakeholders and asking them to submit their comments before the meeting, the business analyst can facilitate a constructive discussion and reach a consensus on how to proceed with the change request. References: PMI Guide to Business Analysis, page 287-288.

 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.

 Quality function deployment (QFD) is a technique that involves translating customer needs or requirements into product features or specifications. QFD helps to relate the product features to customer value by using a matrix called a House of Quality, which shows how each feature satisfies a customer requirement, how important each requirement is to the customer, how well each feature performs compared to competitors, and how each feature affects other features. QFD can also help to identify gaps or opportunities for improvement in the product design. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 12; Business Analysis for Practitioners: A Practice Guide (2015), page 69.

 A change control process is a process that could help manage the situation of scope creep. Scope creep refers to the problem experienced on many projects when the size or complexity of the original product description grows. Scope creep can have negative impacts on the project schedule, budget, quality, and stakeholder satisfaction. A change control process is a process that defines how changes to the project scope, requirements, deliverables, or other configuration items are requested, evaluated, approved, implemented, and monitored. A change control process can help the business analyst and the project team to manage the expectations of the stakeholders, to assess the impact and feasibility of the changes, to prioritize and implement the changes, and to communicate the changes to the relevant parties. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page 131.

 A feasibility study is a technique that involves evaluating the viability and suitability of a proposed project or solution. A feasibility study can help the business analyst to define the scope of this project by assessing the technical, economic, legal, operational, and schedule aspects of designing and building three bridges within a limited time frame. A feasibility study can also help to identify the risks, benefits, costs, and assumptions associated with each bridge project. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 52.

 According to the PMI Guide to Business Analysis, planning the requirements change process involves defining how requirement changes will be identified, analyzed, approved, and communicated throughout the project life cycle. Communication is a key aspect of managing requirement changes, as it ensures that all stakeholders are aware of the status, impact, and rationale of the changes, and that they can provide their feedback and input. How requirement changes will impact the requirements baseline, how they will be implemented, and how they will impact the validation plan are all important considerations, but they are not part of planning the requirements change process. They are part of executing, monitoring, and controlling the requirements change process. References: PMI Guide to Business Analysis, page 286-287.

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.

 According to the PMI Professional in Business Analysis objectives and content, one of the techniques to ensure consensus among stakeholders is to conduct a pre-review of the requirements with the key stakeholders before the formal review meeting. This can help to identify and resolve any issues, gaps, or conflicts that may arise during the meeting. A pre-review can also help to build trust and rapport with the stakeholders, and increase their confidence and commitment to the requirements. A pre-review can be done through interviews, workshops, surveys, or other methods of communication. 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

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

 A change-driven approach is the approach that best aligns with the business need for an organization that prefers taking an exploratory approach to finding the solution that best meets the business need. A change-driven approach is an adaptive and iterative approach that embraces changes and feedback throughout the project lifecycle. It allows the organization to explore different options and alternatives for the solution and deliver value incrementally and frequently. A change-driven approach is suitable for projects that have high uncertainty, complexity, or volatility in the requirements or the environment. A plan-driven approach is not the approach that best aligns with the business need for an organization that prefers taking an exploratory approach to finding the solution that best meets the business need. A plan-driven approach is a predictive and sequential approach that follows a detailed plan and minimizes changes and deviations from the baseline. It requires the organization to have a clear and stable vision of the solution and deliver value at the end of the project. A plan-driven approach is suitable for projects that have low uncertainty, complexity, or volatility in the requirements or the environment. A waterfall approach is not the approach that best aligns with the business need for an organization that prefers taking an exploratory approach to finding the solution that best meets the business need. A waterfall approach is a type of plan-driven approach that divides the project into distinct phases and completes each phase before moving to the next one. It does not allow for any changes or revisions once a phase is completed. A waterfall approach is suitable for projects that have very simple, well-defined, and fixed requirements and solutions. An analytical approach is not the approach that best aligns with the business need for an organization that prefers taking an exploratory approach to finding the solution that best meets the business need. An analytical approach is a technique or a method for solving problems or making decisions based on data, logic, and reasoning. It does not refer to a specific project management or business analysis approach. References: Business Analysis for Practitioners: A Practice Guide 1, page 28-29; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 13.

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.

 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.

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.

 Moscow analysis is a tool or technique that the business analyst can use with the stakeholders to prioritize the requirements to determine which requirements are approved, deferred, or rejected. Moscow analysis is a method of categorizing requirements into four groups: must-have, should-have, could-have, and won’t-have. Must-have requirements are essential and non-negotiable for the project success. Should-have requirements are important but not critical for the project success. Could-have requirements are desirable but not necessary for the project success. Won’t-have requirements are out of scope or low priority for the current project. Moscow analysis can help to identify the most valuable and feasible requirements that can be delivered within the available time and budget. It can also help to manage stakeholder expectations and resolve conflicts or disagreements on the priority of the requirements. SMART goals is a tool or technique that can be used to define clear and measurable objectives for a project or a process, but it does not help to prioritize the requirements. SMART goals are specific, measurable, achievable, relevant, and time-bound. SWOT analysis is a tool or technique that can be used to assess the strengths, weaknesses, opportunities, and threats of a project or a process, but it does not help to prioritize the requirements. SWOT analysis can help to identify the internal and external factors that affect the project or process performance and quality. Timeboxing analysis is not a standard tool or technique in business analysis, but it may refer to a method of allocating a fixed amount of time for each task or activity in a project or a process, but it does not help to prioritize the requirements. Timeboxing analysis can help to manage time and resources efficiently and effectively. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

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

A decision tree is a tool that can be used to analyze how the system responds to various combinations of input conditions with the probability of each outcome. A decision tree is a graphical representation of a decision problem that shows the possible choices and their consequences. A decision tree can help to evaluate the expected value of each alternative and choose the optimal one. Functional decomposition is a tool that can be used to break down a complex system or process into smaller and simpler components. Expected monetary value is a tool that can be used to calculate the average outcome of a decision under uncertainty by multiplying the value of each outcome by its probability and summing them up. Weighted criteria is a tool that can be used to prioritize requirements or alternatives based on their importance and performance scores. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

 A user survey is a technique that can be used to determine how well the solution meets the business case. A user survey is a method of collecting feedback from the end users of the solution about their satisfaction, preferences, expectations, needs, problems, or suggestions. A user survey can help to measure the performance, quality, usability, and value of the solution and compare it with the expected benefits and outcomes defined in the business case. A user survey can also help to identify areas for improvement or enhancement of the solution. Asking the sponsor for feedback is not sufficient to determine how well the solution meets the business case, as it does not capture the perspective of the end users who are directly affected by the solution. Surveying the project is not relevant to this scenario, as it does not focus on the solution but rather on the project management processes and practices. Comparing the results of day-in-the-life (DITL) testing and integration testing is not effective, as it does not reflect the actual usage and experience of the solution by the end users after deployment. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 14; Business Analysis for Practitioners: A Practice Guide2, page 80.

The business case provides the rationale for the project and includes an analysis of the costs and benefits. It is used to assess risks, including the potential need to cancel the product. References: PMI-PBA® Examination Content Outline, Business Analysis for Practitioners: A Practice Guide.

Managing solution scope is the task of ensuring that the solution meets the agreed-upon requirements and delivers the expected value to the stakeholders. Managing solution scope involves analyzing the impact of any changes to the scope, assessing the feasibility and risks of the changes, and obtaining approval from the stakeholders before implementing the changes. Managing solution scope can help the business analyst to identify the impacts, dependencies, or risks associated with the addition to the scope. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 14; Business Analysis for Practitioners: A Practice Guide (2015), page 83.

 A use case is a technique that describes how an actor interacts with a system to achieve a goal or perform a task. A use case consists of a main scenario and possible alternative scenarios that capture the normal, exceptional, and error flows of events. A use case can also include the acceptance criteria that specify the conditions that must be met for the use case to be successfully completed and accepted by the stakeholders. The test team can review the use cases to help identify the acceptance criteria for the solution, as they provide a comprehensive and realistic view of the expected behavior and outcomes of the system. The test team can also use the use cases to design and execute test cases that verify and validate the functional requirements and acceptance criteria of the solution. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 20; Business Analysis for Practitioners: A Practice Guide2, page 99.

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 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.

Context diagrams are a technique that can be used to determine if requirements align to the product’s objectives. Context diagrams are a technique that involves creating a visual representation of the product and its interactions with its environment, such as other systems, processes, or stakeholders. Context diagrams can help to define and clarify the scope, boundaries, and interfaces of the product. Context diagrams can also help to verify that the requirements are consistent and compatible with the product’s objectives and value proposition. Five Whys is not a technique that can be used to determine if requirements align to the product’s objectives. Five Whys is a technique that involves asking a series of why questions to identify the root cause of a problem or an effect. Five Whys can help to understand and resolve the underlying issues or needs that drive the requirements, but it does not directly compare or evaluate the requirements against the product’s objectives. Activity network diagrams are not a technique that can be used to determine if requirements align to the product’s objectives. Activity network diagrams are a tool that involves creating a graphical representation of the sequence and dependencies of the activities or tasks in a project or a process. Activity network diagrams can help to plan and manage the schedule, resources, and risks of a project or a process, but they do not depict or assess the requirements or the product’s objectives. Business use cases are not a technique that can be used to determine if requirements align to the product’s objectives. Business use cases are a tool that involves describing and documenting how a stakeholder interacts with a system or a solution to achieve a specific goal or outcome. Business use cases can help to specify and communicate the functionality and behavior of a system or a solution, but they do not measure or validate the requirements or the product’s objectives. References: Business Analysis for Practitioners: A Practice Guide 1, page 78-79; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 16.

The business analyst should use document analysis as an elicitation technique during this time. Document analysis is a technique that involves reviewing and analyzing existing documents, such as policies, procedures, standards, reports, or contracts, to elicit information about the business needs, requirements, or solution options. Document analysis is useful when the stakeholders are not available to participate, or when the business analyst needs to gain background knowledge or context before engaging with the stakeholders. Document analysis can also help to identify gaps, issues, or assumptions that need to be clarified or validated with the stakeholders later. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 12; Business Analysis for Practitioners: A Practice Guide2, page 51.

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.

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.

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.

 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.