PMI PMI-PBA PMI Professional in Business Analysis (PMI-PBA) Exam Practice Test

A business requirement is a statement that describes a business need or problem that must be addressed by the project. It should be stated in terms of what the business wants to achieve or improve, not how it will be done. The requirement in the question states a solution (an API) rather than a business need (synchronizing name and address data). It should be revised to focus on the business need and avoid specifying a solution. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 7; Business Analysis for Practitioners: A Practice Guide (2015), page 35.

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.

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 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.

 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.

Problem tracking is a technique that helps the business analyst to manage and resolve issues identified by stakeholders with requirements. It involves creating a clear and concise record of each issue with its description, impact, priority, data, owner, status, and any other relevant information. It also involves tracking and managing the recorded issues until they are resolved. Problem tracking helps to ensure that issues are not neglected or abandoned, and that they are addressed in a timely and effective manner. Problem tracking also exposes the root causes of issues and helps to prevent recurrence of similar problems in the future. References: = PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, page 19.

 Acceptance criteria are the conditions that must be met for a solution or deliverable to be accepted by the stakeholders. Acceptance criteria should be measurable, testable, and clear, so that the team can verify if the requirements have been met or not. If the acceptance criteria for the requirements were not measurable, the team would have difficulty confirming if certain requirements have been met, as they would not have a clear and objective way to evaluate the solution or deliverable. The other options are not likely to cause this issue. The test engineer is not responsible for communicating requirements to the team, but for testing them against the acceptance criteria. Not all stakeholders need to be involved during requirements elicitation, as long as the key stakeholders who can provide relevant and accurate information are consulted. Requirements should be adequately reviewed with the project sponsor, but this does not affect the confirmation of meeting the requirements, as the sponsor is not the one who verifies them. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39.

 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 traceability matrix is a document that links requirements to their sources and traces them throughout the project life cycle. It helps to track changes in requirements, assess their impact, and ensure that they are met by the project deliverables. A traceability matrix is a useful tool for document control, as it records the version history of each requirement and the rationale for any changes. A statement of work, a project plan, and a problem or opportunity statement are not methods of document control, but rather documents that describe the project scope, objectives, activities, and justification. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 9 1; Business Analysis for Practitioners: A Practice Guide, page 121 2

The next step that the business analyst should take after comparing the requirements to internal and external quality standards is to ensure that the requirements are validated. Validation is a process that confirms that the requirements align with the business objectives, stakeholder needs, and expected value of the project. Validation also ensures that the requirements are feasible, acceptable, and testable. Validation can be performed by using techniques such as reviews, walkthroughs, inspections, or demonstrations. Validation can help to identify and resolve any errors, gaps, or conflicts in the requirements before they are approved and implemented. Setting the priority of the requirements is not the next step that the business analyst should take after comparing the requirements to internal and external quality standards, as it is a process that determines the order and importance of the requirements based on their value, risk, urgency, or dependency. Priority can be set before or after comparing the requirements to quality standards, but it does not verify or confirm that the requirements meet the stakeholder expectations or project goals. Communicating the requirements to stakeholders is not the next step that the business analyst should take after comparing the requirements to internal and external quality standards, as it is a process that involves sharing and presenting the requirements to relevant stakeholders for feedback, approval, or implementation. Communication can be done before or after comparing the requirements to quality standards, but it does not check or ensure that the requirements are aligned with the business objectives or deliver value to the stakeholders. Baselineing the requirements is not the next step that the business analyst should take after comparing the requirements to internal and external quality standards, as it is a process that establishes an agreed-upon version of the requirements as a reference point for further changes or development. Baselineing can be done only after validating and approving the requirements, as it implies that they are complete, correct, clear, and consistent. 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.

An entity relationship diagram (ERD) is a type of requirements document that would be most valuable to a database administrator. An ERD is a graphical representation of data entities and their relationships in a database. An ERD shows how data is organized, stored, accessed, and manipulated in a database. An ERD can help to design, document, and communicate a database schema. A data flow diagram (DFD) is a graphical representation of how data flows through a system or a process. A DFD shows where data comes from, where it goes, how it is transformed, and what it is used for. A DFD can help to analyze, design, or improve a system or a process. A business process diagram (BPD) is a graphical representation of how activities are performed by actors in a business process. A BPD shows who does what, when, where, why, and how in a business process. A BPD can help to model, document, or optimize a business process. An object diagram is a graphical representation of objects and their relationships in an object-oriented system. An object diagram shows how objects interact with each other through messages or operations. An object diagram can help to illustrate or test an object-oriented design. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

 Interviewing stakeholders to clearly define the problem is the most important action to contribute to the success of the initial stage of the project. Interviewing is an elicitation technique that involves asking questions to stakeholders to gather information about their needs, expectations, issues, and goals. Defining the problem clearly helps to establish the business need, the project scope, and the solution approach. References: PMI Guide to Business Analysis, Chapter 6, Section 6.3.2.5; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain I: Needs Assessment, Task 2.

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.

 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.

Validating the requirements is a key activity to reduce the risk of rework, especially for a project with a tight timeline and a lean budget. Validating the requirements means ensuring that they are aligned with the business needs, objectives, and expectations of the stakeholders, and that they are clear, complete, consistent, feasible, and testable. Validating the requirements can help the business analyst and the project team to identify and resolve any errors, gaps, conflicts, or ambiguities in the requirements before they are implemented, and to avoid any unnecessary changes or rework later in the project lifecycle. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 20; Business Analysis for Practitioners: A Practice Guide2, page 100.

Requirements baseline is a document that contains the approved version of the requirements that serves as a reference point for further changes. Requirements baseline can help the business analyst to address the issue of underestimating the required budget and schedule by defining the scope, value, quality, risk, and feasibility of each requirement. Requirements baseline can also help to negotiate the scope in the contract with the customer by showing how each requirement aligns with their needs and expectations, and proposing possible trade-offs or alternatives. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 40.

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

 The project life cycle is a key factor that drives the selection of business analyst activities to be included in the project. 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 type, level, and timing of the business analysis activities, such as elicitation, analysis, documentation, validation, and management of the requirements. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 84.

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 SWOT analysis is a technique that helps to assess the internal and external factors that may affect the success of a solution or an option. A SWOT analysis involves identifying the strengths, weaknesses, opportunities, and threats of each option, and comparing them with the business problem and the desired outcomes. A SWOT analysis can help the stakeholders to evaluate the feasibility, viability, and desirability of each option, and to select the best one based on the strategic alignment and the business value. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 41.

 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.

A review is a technique that involves examining a work product, such as requirements, to identify errors, omissions, inconsistencies, or ambiguities. A review can be formal or informal, depending on the level of rigor and documentation required. A review can be conducted by the business analyst alone or with other stakeholders, such as the project manager, the sponsor, the subject matter experts, or the end users. A review can be done through various methods, such as reading, walkthroughs, inspections, or peer reviews. The purpose of a review is to ensure that the requirements are clear, complete, correct, and consistent, and that they meet the quality standards and expectations of the stakeholders. By conducting a review, the business analyst can obtain approval from the stakeholders and confirm their agreement and commitment to the requirements. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page 131.

A test case is a set of conditions or variables under which a tester will determine whether a system under test satisfies the requirements or works correctly. A test case is derived from the requirements and the acceptance criteria, and it specifies the input data, expected output, and execution steps. A test case is incorrect if it does not match the requirements or the acceptance criteria, or if it contains errors, ambiguities, or inconsistencies. If the business analyst receives a test result report that shows evidence of defective functionality, but verifies that the functionality behaves according to the requirements, the business analyst should first verify that the test case is incorrect. This can be done by reviewing the test case, comparing it with the requirements and the acceptance criteria, and identifying any discrepancies or flaws. By verifying that the test case is incorrect, the business analyst can avoid unnecessary changes to the requirements or the solution, and ensure that the test results are valid and reliable. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3, page 21; Business Analysis for Practitioners: A Practice Guide4, page 101.

The requirements approval process is documented as a measure of effective decision making that allows the business analyst to finalize the process for requirement approval. The requirements approval process defines the roles, responsibilities, criteria, methods, and tools for approving the requirements and ensuring that they meet the stakeholder needs and expectations. The requirements approval process should be agreed upon by the stakeholders and the business analyst before the requirements are elicited, analyzed, and validated. The requirements verification process is not a measure of effective decision making, but a technique for ensuring that the requirements are complete, correct, consistent, and clear. The requirements elicitation process is not a measure of effective decision making, but a set of activities for discovering, gathering, and understanding the stakeholder needs and expectations. The requirements validation process is not a measure of effective decision making, but a technique for confirming that the requirements align with the business objectives and deliver value to the stakeholders. References: Business Analysis for Practitioners: A Practice Guide, page 113-114 1; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 17 2.

 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

Interface analysis is a technique to describe how different components or systems interact with each other and exchange information. Interface analysis can help to identify the inputs, outputs, and dependencies of each system, and to ensure that they are compatible and consistent with each other. Interface analysis can also help to detect potential integration issues, gaps, and conflicts among the systems. An organization that is in the process of replacing its current system should conduct interface analysis to facilitate a successful migration, as it would help to ensure that all current connections to other systems remain functional after the upgrade. The other options are not correct. Document analysis is a technique to review existing documents or records to elicit information or requirements. User interface analysis is a technique to design and evaluate how users interact with a system or product. Systems analysis is a technique to understand and model the structure, behavior, and functions of a system or process.

Persona analysis is a technique that involves creating fictional characters that represent different user groups within the company. Persona analysis can help the business analyst to evaluate the solution’s acceptance criteria by providing a detailed narrative of each user group’s needs, goals, preferences, and behaviors. Persona analysis can also help to prioritize the requirements and design features that best suit each user group. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11; Business Analysis for Practitioners: A Practice Guide (2015), page 67.

 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.

 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.

 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

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.

 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 business analyst would use brainstorming to identify stakeholders. Brainstorming is a technique that involves generating ideas or solutions through a group discussion or a creative thinking process. Brainstorming can help the business analyst to identify potential stakeholders who have an interest, influence, or impact on the project or the solution, and to solicit their input and feedback on the project requirements and expectations. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2, page 38.

 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.

 Baseline information is the current state or performance of a system or process before any changes are made. Baseline information is essential for documenting the acceptance criteria, which are the conditions that must be met for a solution or deliverable to be accepted by the stakeholders. The analyst should have gathered baseline information to support the minor modification in the user portal, such as the current customer satisfaction rate, response time, error rate, etc. The analyst should have compared the baseline information with the expected outcomes of the modification, and defined the acceptance criteria accordingly. If the analyst failed to gather any baseline information, the acceptance criteria would be incomplete and returned. The other options are not likely to cause this problem. The scope document is a document that defines the boundaries and deliverables of the project or solution, but it is not required to be included in the acceptance criteria paperwork. Forward and backward traceability are techniques to link the requirements to their sources and deliverables, which can help to ensure completeness and consistency of the requirements. User stories are a tool to document the requirements from the perspective of a user or customer, using a simple format of “As a , I want , so that ”. User stories can be used as a requirements document tool, but they are not sufficient for defining the acceptance criteria. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39.

 Engaging all stakeholders early in the requirements gathering phase is a good practice to ensure stakeholder satisfaction with the enhancement. By involving the stakeholders in the elicitation process, the business analyst can understand their needs, expectations, preferences, and constraints. By defining the acceptance criteria with the stakeholders, the business analyst can establish a clear and measurable definition of what constitutes a successful solution. Engaging all stakeholders early can also help to build trust, collaboration, and buy-in for the change. Requesting that the project manager identify all affected project stakeholders is not sufficient to ensure stakeholder satisfaction, as it does not involve direct communication with the stakeholders. Providing all signed-off project documentation to the stakeholders for information purposes only is not effective, as it does not allow for feedback or validation from the stakeholders. Soliciting feedback and adding requirements to the project backlog is not advisable, as it can lead to scope creep, rework, and delays. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 11; Business Analysis for Practitioners: A Practice Guide2, page 66.

 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.

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.

 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 need is the reason why the project is initiated and the problem or opportunity that the project aims to address. The business need defines the key business drivers and the desired outcomes of the project. By asking what the business need is, the business analyst can understand the value proposition of the project and prioritize the requirements that align with the business objectives and deliver the most benefits to the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2, page 23.

 The type of requirements that do not trace to a business need are out-of-scope requirements. Out-of-scope requirements are the requirements that are not related to the project scope, objectives, or deliverables, and that do not contribute to the solution of the business problem or opportunity. Out-of-scope requirements are usually identified and excluded during the requirements analysis and traceability processes, to avoid wasting time, resources, and effort on unnecessary or irrelevant features or functions. Out-of-scope requirements can be caused by various factors, such as unclear or changing business needs, conflicting or unrealistic stakeholder expectations, poor communication or elicitation techniques, or lack of validation or verification methods. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 92.

A cost-benefit analysis is a tool or technique that compares the expected costs and benefits of a project or an investment. It helps to determine the value of a business case by estimating the net present value (NPV) of the project, which is the difference between the present value of the benefits and the present value of the costs. A positive NPV indicates that the project is worth pursuing, while a negative NPV suggests that the project should be rejected. A cost-benefit analysis can also calculate the return on investment (ROI) of the project, which is the ratio of the net benefits to the net costs. A higher ROI implies a higher value of the business case. A cost-benefit analysis can also consider the qualitative aspects of the project, such as the risks, assumptions, constraints, and opportunities12.

A variance analysis is a tool or technique that compares the actual performance of a project with the planned or expected performance. It helps to identify and explain the deviations or differences between the actual and planned results, such as costs, schedule, scope, quality, and benefits. A variance analysis can also provide corrective actions or recommendations to improve the project performance and align it with the business case13.

A SWOT analysis is a tool or technique that evaluates the strengths, weaknesses, opportunities, and threats of a project, a business, or a situation. It helps to identify the internal and external factors that can affect the success or failure of the project or the business. A SWOT analysis can also provide strategies or actions to leverage the strengths and opportunities, and to overcome or mitigate the weaknesses and threats14.

A feasibility analysis is a tool or technique that assesses the viability and practicality of a project or a solution. It helps to determine if the project or the solution can be implemented within the available resources, time, budget, and technology. A feasibility analysis can also evaluate the potential benefits and risks of the project or the solution, and compare it with other alternatives15.

References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 10-11; 2 Business Analysis for Practitioners: A Practice Guide, page 123-124; 3 Business Analysis for Practitioners: A Practice Guide, page 125-126; 4 Business Analysis for Practitioners: A Practice Guide, page 127-128; 5 Business Analysis for Practitioners: A Practice Guide, page 129-130

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.

The business analyst should follow the change control process to handle the new regulatory mandate that affects the project. The change control process is a set of procedures that defines how changes to the requirements or the project scope are identified, analyzed, approved, and implemented. The change control process helps to ensure that changes are aligned with the business need, the project objectives, and the stakeholder expectations. References: PMI Guide to Business Analysis, Chapter 9, Section 9.4.1; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV: Traceability and Monitoring, Task 2.

Business rules are statements that define or constrain some aspect of the business, such as policies, standards, procedures, regulations, or constraints. Business rules can be uncovered by asking about the reasons for choosing a particular course of action when modeling processes or analyzing tasks. By asking why a certain decision is made, what criteria are used, what conditions are applied, or what consequences are expected, the business analyst can elicit the business rules that govern the behavior or outcome of the process or task. Asking about tasks that overlap with each other, work that may be performed out of sequence, or task transitions that hinder organizational performance may help to identify issues or opportunities for improvement in the process or task, but they may not reveal the business rules that underlie them. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

 Value-ranking criteria are a set of factors or measures that are used to evaluate and prioritize the value of backlog items. Value-ranking criteria can include business objectives, benefits, costs, risks, dependencies, urgency, etc. The stakeholders follow the value-ranking criteria to determine the value of backlog items based on their alignment with the project vision and goals. The stakeholders can also use techniques such as MoSCoW analysis or weighted ranking matrix to apply the value-ranking criteria. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11; Business Analysis for Practitioners: A Practice Guide (2015), page 66.

 The business analyst will need to use the product scope as an input to the business case. The product scope is the description of the features, functions, and characteristics of the product, service, or result that the project will deliver. The product scope helps to define the business problem or opportunity, the desired outcomes, and the benefits of the solution. The product scope also helps to identify the assumptions, constraints, risks, and dependencies that may affect the project feasibility and viability. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2, page 36.

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.

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.

Before beginning requirements elicitation, the business analyst should document how the relevant systems interact. This is an important activity that helps to understand the current state of the systems, their interfaces, dependencies, and data flows. It also helps to identify the gaps, issues, and opportunities for improvement in the systems. Documenting how the systems interact can be done using various techniques, such as system context diagrams, data flow diagrams, or interface analysis12.

Preparing the requirements traceability matrix, defining how the solution will be evaluated, and drafting a high-level data model are not activities that should be initiated before beginning requirements elicitation. These activities are part of the analysis, validation, and management of the requirements, and they should be done after the requirements have been elicited12.

References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 10-11; 2 Business Analysis for Practitioners: A Practice Guide, page 131-132

According to the PMI Professional in Business Analysis objectives and content, a critical design review is a formal review that occurs after the completion of the design phase of a project. The purpose of a critical design review is to verify that the design specification meets the requirements and that the solution is feasible, cost-effective, and acceptable to the customer. A critical design review can help to establish an approved requirements baseline, which is a set of agreed-upon requirements that serves as a reference for further development and testing activities. 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

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.

 Interface analysis is a technique that should be used to analyze input to and output from the product for a large, highly complex project with significant risk. Interface analysis is a technique that involves identifying and specifying how different components of a product interact with each other or with external systems or users. Interface analysis can help to define and document the data flows, formats, protocols, rules, and behaviors of each interface. Interface analysis can also help to identify and mitigate any risks or issues related to compatibility, integration, interoperability, or usability of the product. System analysis is not a technique that should be used to analyze input to and output from the product for a large, highly complex project with significant risk. System analysis is a broad term that refers to various activities and techniques for studying, designing, developing, testing, or maintaining a system. System analysis can include interface analysis as one of its aspects, but it is not a specific technique for analyzing input to and output from the product. Dependency analysis is not a technique that should be used to analyze input to and output from the product for a large, highly complex project with significant risk. Dependency analysis is a technique that involves identifying and evaluating how different elements of a project or a product depend on each other or on external factors. Dependency analysis can help to determine the impact of changes, prioritize tasks, allocate resources, or manage risks. Dependency analysis can include interface analysis as one of its aspects, but it is not a specific technique for analyzing input to and output from the product. Risk analysis is not a technique that should be used to analyze input to and output from the product for a large, highly complex project with significant risk. Risk analysis is a technique that involves identifying and assessing potential threats or uncertainties that may affect a project or a product. Risk analysis can help to quantify or qualify risks, prioritize risks, plan responses, or monitor risks. Risk analysis can include interface analysis as one of its aspects, but it is not a specific technique for analyzing input to and output from the product. References: Business Analysis for Practitioners: A Practice Guide 1, page 78-79; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 16-17.

 One of the first steps of a project is to identify the stakeholders and their interests. Stakeholders are the individuals or groups who have an interest or influence in the project or its outcome. Identifying the stakeholders and their interests helps to understand their needs, expectations, roles, responsibilities, and communication preferences. It also helps to manage their involvement and engagement throughout the project life cycle, and to address any potential conflicts or issues that may arise. The other options are not the first steps of a project. Identifying the classes of users and their requirements is part of the requirements elicitation process, which occurs after the project initiation phase. Aligning the sponsor expectations along the project goals is part of the project charter development, which is also done after the project initiation phase. Evaluating the sources for requirements and prioritizing them is part of the requirements analysis process, which occurs after the requirements elicitation process. References: PMI-PBA® Examination Content Outline, page 10; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 50; 3.

A requirements traceability tool is a tool that provides combined functionality for business analysis and quality assurance activities. It helps to document and track the relationships and dependencies among the requirements, the sources of the requirements, and the project deliverables. It also helps to monitor the status, changes, and verification of the requirements throughout the project life cycle. A requirements traceability tool can also support the analysis, validation, and testing of the requirements, as well as the evaluation of the solution quality and performance12.

A functional specification tool is a tool that helps to define and document the functional requirements of a system or a solution. It describes the features, functions, behaviors, and inputs and outputs of the system or the solution. It also specifies the acceptance criteria and the expected results of the system or the solution. A functional specification tool is mainly used for business analysis activities, but not for quality assurance activities13.

A system use case modeling tool is a tool that helps to illustrate and communicate the interactions and scenarios between the users and the system or the solution. It uses diagrams, symbols, and text to represent the actors, use cases, relationships, and flows of events of the system or the solution. It also defines the preconditions, postconditions, and exceptions of each use case. A system use case modeling tool is mainly used for business analysis activities, but not for quality assurance activities14.

A solution quality assurance tool is a tool that helps to measure and evaluate the quality of the system or the solution. It uses various methods and techniques, such as testing, inspection, review, audit, and feedback, to check the quality of the system or the solution against the quality standards and criteria. It also identifies and reports any quality issues, defects, or errors of the system or the solution. A solution quality assurance tool is mainly used for quality assurance activities, but not for business analysis activities1 .

References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 9-11; 2 Business Analysis for Practitioners: A Practice Guide, page 121; 3 Business Analysis for Practitioners: A Practice Guide, page 133; 4 Business Analysis for Practitioners: A Practice Guide, page 135; Business Analysis for Practitioners: A Practice Guide, page 125

 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.

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

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.

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