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

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.

 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.

 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

 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

 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.

To reduce the amount of time and effort needed to create a product specification for a project, the business analyst plans to reuse requirements. Requirements are statements that describe the needs, expectations, or capabilities of the stakeholders or the solution. Requirements can be reused from previous or similar projects, as long as they are relevant, consistent, and compatible with the current project context and objectives. Reusing requirements can help to save time and effort, avoid duplication or redundancy, leverage best practices, and ensure quality and compliance. Quantitative analysis is not something that the business analyst plans to reuse to reduce the amount of time and effort needed to create a product specification for a project. Quantitative analysis is a technique that involves using numerical data and methods to measure, compare, or evaluate the feasibility, value, or impact of a solution or an alternative. Quantitative analysis can be performed for different purposes and at different stages of the project, but it does not provide requirements for the product specification. Risk assessments are not something that the business analyst plans to reuse to reduce the amount of time and effort needed to create a product specification for a project. Risk assessments are techniques that involve identifying and analyzing potential threats or uncertainties that may affect the project or the solution. Risk assessments can help to prioritize, mitigate, or monitor risks, but they do not provide requirements for the product specification. Qualitative analysis is not something that the business analyst plans to reuse to reduce the amount of time and effort needed to create a product specification for a project. Qualitative analysis is a technique that involves using descriptive data and methods to understand, interpret, or evaluate the characteristics, behaviors, or perceptions of the stakeholders or the solution. Qualitative analysis can be performed for different purposes and at different stages of the project, but it does not provide requirements for the product specification. References: Business Analysis for Practitioners: A Practice Guide 1, page 114-115; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 17-18.

 A strategies and goals analysis is a technique that helps to ensure that the projects are aligned with the organization’s vision, mission, values, and strategic objectives. A strategies and goals analysis helps to identify the business problems or opportunities that the projects are intended to address, and to evaluate the expected benefits and outcomes of the projects. A strategies and goals analysis also helps to prioritize and select the projects that have the highest potential to improve the company’s performance and profitability. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 40.

The next step that the business analyst should take after 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.

A review of the solution prototype would be the most viable technique to use in this scenario for validating requirements through in-person sessions. A solution prototype is a simplified version of part or all of a solution that can be used to elicit feedback from stakeholders. A review of a solution prototype involves presenting or demonstrating it to stakeholders and asking them questions to assess their satisfaction, understanding, agreement, or concerns. A review of a solution prototype can help to validate that the solution meets the stakeholder requirements and delivers value to them. A brainstorming session is a technique for generating ideas or solutions by encouraging free and creative thinking from participants. A brainstorming session can help to elicit or analyze requirements but not validate them. A use-case development session is a technique for creating use cases that describe how actors interact with a system to achieve their goals. A use-case development session can help to elicit or specify requirements but not validate them. A review of the previous version is a technique for examining an existing solution or product to identify its strengths, weaknesses, opportunities, or threats. A review of the previous version can help to elicit or analyze requirements but not validate them. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 76.

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.

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

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.

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

 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.

Observation is a technique that involves watching how people perform their work in their natural environment. Observation can help the business analyst to understand the company’s current business processes, identify pain points, and discover opportunities for improvement. Observation can also help to validate or verify the information obtained from other sources, such as interviews or documents. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 9; Business Analysis for Practitioners: A Practice Guide (2015), page 61.

According to the PMI Guide to Business Analysis, change control systems are tools that help to manage changes to requirements or other project deliverables throughout the project life cycle. Change control systems include provisions to implement changes without formal review in the event of an emergency, such as when there is an urgent need to fix a critical defect or issue that affects the project scope, schedule, cost, quality, or risk. However, when this provision is utilized, changes must still be documented and captured in order to maintain traceability and accountability of the changes, and to communicate them to all relevant stakeholders. Documenting and capturing changes also helps to avoid any confusion or inconsistency in the requirements or other project deliverables, and to evaluate their impact and outcome. The risk associated with the change is still evaluated before implementing it, even in an emergency situation. A change control board should already be established as part of the change control system. Changes may still require further managerial involvement after they are implemented in order to monitor and control their effects. References: PMI Guide to Business Analysis, page 288-289.

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

A functional requirement is a requirement that specifies what the system should do or how it should behave under certain conditions. A functional requirement describes the functionality, behavior, or performance of the system. An example of a functional requirement is the system is able to require passwords, which defines a security feature of the system that prevents unauthorized access. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 17; Business Analysis for Practitioners: A Practice Guide2, page 92.

 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.

 This situation could have been avoided if a change control process for requirements and their statuses was followed. A change control process is a set of procedures and tools that helps the business analyst to manage changes to the requirements, and to document and communicate the impact and approval of the changes. A change control process also helps to maintain the traceability and quality of the requirements, and to ensure that they are aligned with the business needs and the project scope. 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 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 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

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

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

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

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

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

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

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

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

The best action to take to ensure the design meets customer requirements is to create a system requirements verification matrix to trace the design to the technical requirements and include verification methods. A system requirements verification matrix is a document that maps the design elements to the system requirements, and specifies the methods and criteria for verifying that the design satisfies the requirements. Verification methods can include inspection, analysis, demonstration, or testing. A system requirements verification matrix can help the business analyst and the project team to ensure the quality and completeness of the design, and to avoid any errors, gaps, or inconsistencies. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 20; Business Analysis for Practitioners: A Practice Guide2, page 100.

According to the PMI Professional in Business Analysis objectives and content, scope creep is the uncontrolled or unauthorized expansion of the project scope due to the addition or modification of requirements without proper approval or justification. Scope creep can negatively affect the project’s quality, schedule, cost, and stakeholder satisfaction. To avoid scope creep, the business analyst should define a requirements baseline, which is a set of agreed-upon and approved requirements that serves as a reference for further development and testing activities. The business analyst should also implement a change control process, which is a formal and systematic procedure for managing and documenting any changes to the requirements or scope. The change control process should include steps such as identifying, analyzing, evaluating, approving, communicating, and implementing the changes, as well as updating the requirements baseline and traceability matrix accordingly. References:

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

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com

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

 Asking stakeholders to vote on the requirements is a technique that the business analyst can employ to rectify the issue of not having enough resources to deliver all the requirements. Voting is a method of prioritizing requirements by asking stakeholders to rank or rate them according to their importance, urgency, value, or risk. Voting can help to identify the most critical or essential requirements that should be delivered first or within the available resources. Voting can also help to resolve conflicts or disagreements among stakeholders and reach a consensus on the priority of the requirements. Holding a brainstorming workshop to build the rationale for the requirements is not an effective technique to rectify the issue, as it does not address the resource constraint or the priority of the requirements. Brainstorming is a method of generating ideas or solutions by encouraging free and creative thinking from participants. Brainstorming can help to elicit or analyze requirements, but not prioritize them. Performing traceability to find out where the requirements originated is not a useful technique to rectify the issue, as it does not indicate the importance or value of the requirements. Traceability is a process of tracking the relationship between requirements and other project artifacts, such as design, test cases, or deliverables. Traceability can help to ensure completeness, consistency, and quality of the requirements, but not prioritize them. Surveying stakeholders on their likes and dislikes about the requirements is not a viable technique to rectify the issue, as it does not provide a clear or objective way of prioritizing the requirements. Surveying is a method of collecting feedback from stakeholders by asking them questions about their satisfaction, preferences, expectations, needs, problems, or suggestions. Surveying can help to validate or evaluate the requirements, but not prioritize them. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

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

The rationale for each requirement is the justification or explanation of why the requirement is needed and how it supports the business objectives. It should include the reasons and assumptions behind the requirement, as well as any constraints or dependencies that affect it. The product vision and operational relationships are part of the business case, not the rationale. The stakeholder impact and design decisions are part of the analysis and solution evaluation, not the rationale. The functional relationships and work breakdown structure code are part of the solution scope and architecture, not the rationale. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 17; Business Analysis for Practitioners: A Practice Guide, page 113.

 A RACI matrix is a tool that defines the roles and responsibilities of stakeholders in a project or a process. It clarifies who is Responsible, Accountable, Consulted, and Informed for each task or deliverable. The business analyst should refer to the RACI matrix to identify who is responsible for signoff, as this person has the authority and accountability to approve the solution and its testing results. Contacting the sponsor, the stakeholder who provided the majority of requirements, or the project manager may not be appropriate, as they may not be the designated person for signoff according to the RACI matrix. No signoff is necessary is incorrect, as signoff is an important step to confirm that the solution meets the requirements and acceptance criteria. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 77.

A requirements traceability matrix is a tool that links the requirements to their sources, objectives, and deliverables. It helps to track the status, changes, and verification of each requirement throughout the project life cycle. If the requirements traceability matrix was not updated with the change, it could result in a key requirement being missed or overlooked in the implementation. The other options are not likely to cause this problem. The requirements management plan is a document that describes how the requirements will be elicited, analyzed, documented, validated, and managed. The scope management plan is a document that describes how the project scope will be defined, controlled, and verified. The schedule management plan is a document that describes how the project schedule will be developed, monitored, and controlled. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39; 6.

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

Version control is a technique that helps to manage changes to requirements and ensure that only authorized changes are made. It also helps to maintain a history of requirements changes, which records the date, reason, and impact of each change. Tracking the status of each requirement helps to monitor the progress and completion of requirements throughout the project life cycle. These practices help to ensure the integrity of requirements and avoid confusion, inconsistency, or ambiguity. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 8; Business Analysis for Practitioners: A Practice Guide (2015), page 38.

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

According to the PMI Guide to Business Analysis, a context diagram is a model that shows the boundaries of an area of analysis, such as a project, a system, a process, or an organization. A context diagram depicts the main entities or actors involved in the area of analysis, and the interactions or data flows between them. A context diagram can help to ensure the most effective representation of analysis boundary, as it provides a high-level overview of the scope and context of the area of analysis, and helps to identify the key stakeholders and their relationships. A context diagram can also help to communicate and validate the scope and context with the stakeholders, and to identify any assumptions or risks related to the area of analysis. A data flow diagram, a state diagram, and an entity relationship diagram are other models that can help to analyze an area of analysis, but they do not necessarily show the boundary or scope of it. References: PMI Guide to Business Analysis, page 158-159.

According to the PMI Guide to Business Analysis, one of the best strategies to define appropriate acceptance criteria is to clearly define the performance measures and targets for the solution, such as accuracy, reliability, availability, efficiency, etc. These measures and targets help to evaluate how well the solution meets the stakeholder needs and expectations, and how it contributes to the business value. In this case, since the operations manager is concerned about the accuracy of the new measurement system, a good strategy would be to clearly define the maximum acceptable error rate for the new system, which would indicate how accurate the system should be in order to be accepted by the stakeholder. Quantifying the risks associated with measurement errors, asking for a formal acceptance of requirements documents, or planning a training session for the new system are not effective strategies to define appropriate acceptance criteria, as they do not specify how the performance of the solution will be measured or evaluated. References: PMI Guide to Business Analysis, page 316-317.

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.

According to the PMI Guide to Business Analysis, the business analyst’s role during acceptance testing is to ensure that the solution meets the requirements and expectations of the stakeholders, and that it delivers the intended business value. One of the ways to do this is to assist the quality assurance department by defining acceptance criteria, which are measurable and observable conditions that must be met for the solution to be accepted by the stakeholders. Acceptance criteria help to verify and validate that the solution meets the requirements and conforms to the quality standards. Executing all acceptance tests on behalf of the user community, delegating execution of acceptance testing and defect identification to users, or acting as a resource only when users encounter difficulties while performing tests are not effective strategies for the business analyst’s role during acceptance testing, as they do not ensure the involvement and satisfaction of the stakeholders, or the alignment of the solution with the business needs and objectives. References: PMI Guide to Business Analysis, page 316-317.

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

 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.

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

 Prototyping is a tool or technique that could have been used by the business analyst to avoid the situation of unclear and conflicting requirements. Prototyping is the process of creating a simplified and partial version of the product or system that can be used to elicit, validate, and refine the requirements. Prototyping can help the business analyst and the stakeholders to visualize the solution, to identify and resolve any issues or gaps, and to reach a common understanding and agreement on the requirements. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 94.

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

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.

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

 A survey is a technique to collect information, opinions, or feedback from a large number of stakeholders, such as customers or users. A survey can help to measure the current level of customer satisfaction and loyalty, and to identify the needs and expectations of the customers for the tool. A survey can provide a basis for analyzing vendor products by comparing their features, benefits, and costs with the customer requirements. The other options are not suitable for this purpose. A storyboard is a technique to visualize the user interface or user experience of a solution using sketches or mockups. A project charter is a document that authorizes the project and defines its objectives, scope, and stakeholders. A business case is a document that provides the justification for initiating a project based on its expected benefits, costs, and risks. References: PMI-PBA® Examination Content Outline, page 11; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 50.

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.

Communication is an essential part of requirements management, as it ensures that the requirements are clear, consistent, and agreed upon by all the project stakeholders. Stakeholders are the individuals or groups who have an interest or influence in the project, and who can provide input, feedback, and approval for the requirements. Communication also helps to avoid surprises, misunderstandings, and conflicts among the stakeholders, and to manage their expectations and satisfaction. Communication should be timely, accurate, relevant, and transparent, and should follow the communication plan and strategy defined in the requirements management plan12.

One of the aspects of communication is the status of the requirements, which indicates the progress and completion of the requirements throughout the project life cycle. The status of the requirements can be tracked and documented using a traceability matrix, which is a tool that links the requirements to their sources and traces them throughout the project. The status of the requirements can also be monitored and controlled using a change control process, which is a process that evaluates, approves, and implements any changes to the requirements. The status of the requirements can have different values, such as proposed, approved, implemented, verified, deferred, deleted, or rejected12.

When the status of a requirement changes, it should be communicated to all the project stakeholders, not just the source of the requirement or the project team. This is because the change in the status of a requirement may have an impact on the scope, schedule, cost, quality, or risk of the project, and may affect the interests or expectations of the stakeholders. Communicating the status of the requirements to all the project stakeholders helps to keep them informed and engaged, and to obtain their feedback and approval. It also helps to prevent surprises, such as the one experienced by the major stakeholder in the question, who was unaware that a particular requirement was deferred12.

Therefore, the best option is C. The status should have been communicated to all project stakeholders. Option A is not the best option, because the status should have been communicated to more than just the requirement’s source. Option B is not the best option, because the status should have been communicated earlier than prior to project launch. Option D is not the best option, because updating the status in the traceability matrix is not enough, as the stakeholders may not have access to or awareness of the matrix. References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 9-11; 2 Requirements Management 101 | Smartsheet 2

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.

An interview is a technique that involves a structured or unstructured conversation between the business analyst and one or more stakeholders to elicit information, opinions, or feedback about a topic. An interview can be conducted face-to-face, over the phone, or through other communication channels. An interview can be prepared in advance with a list of questions or topics to cover, or it can be spontaneous and flexible. An interview can be used to explore the needs, expectations, preferences, or concerns of the stakeholders, as well as to clarify, verify, or validate the requirements. An interview is suitable for a project involving a low number of stakeholders, as it allows the business analyst to establish rapport, ask probing questions, and obtain detailed and specific information from each stakeholder. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 17; Business Analysis for Practitioners: A Practice Guide2, page 89.

 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.

 A force-field analysis is a tool that helps to identify and analyze the factors or forces that support or oppose a change or an initiative. It can help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative by showing the pros and cons of the initiative, as well as the relative strength and importance of each factor. A force-field analysis can also help to develop strategies to increase the supporting forces or decrease the opposing forces, or both, to achieve the desired outcome. A PEST analysis is a tool that helps to examine the external factors that affect an organization or an initiative, such as political, economic, social, and technological factors. It does not help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative, as it does not show the internal factors or the balance of forces. A feasibility analysis is a tool that helps to evaluate the viability and suitability of a project or an initiative, as well as the risks and benefits associated with it. It does not help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative, as it does not show the supporting and opposing forces. A gap analysis is a tool that helps to compare the current state and the desired state of a process, a product, or a service, and identify the gaps or differences between them. It does not help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative, as it does not show the factors or forces that influence the initiative. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide3, What is Force Field Analysis: Definition and Example

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 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.

 Time-boxing is a prioritization technique that involves assigning a fixed amount of time or resource to each requirement or deliverable, and delivering as much value as possible within that time or resource constraint. Time-boxing is useful when the project has a tight timeline or budget, and the stakeholders have too many requirements for the delivery window. Time-boxing helps to focus on the most important and valuable requirements, and to manage the expectations and scope of the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 97.