PMI-PBA PMI Professional in Business Analysis Questions and Answers

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

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

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

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

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

 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.

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.

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

 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 should conduct a stakeholder analysis and balance requirements by understanding the relative power associated with each stakeholder group. This action will help the business analyst to identify and prioritize the needs and expectations of different stakeholders, and to manage any conflicts or trade-offs among them. The business analyst should also consider the alignment of the requirements with the project objectives and the business value. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2, page 38.

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.

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

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

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

 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.

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.

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

 Observation is a technique that involves watching how people perform their tasks and activities in their natural work environment. Observation can be used to gain an objective, first-hand insight into tasks and activities that are difficult to describe, as it allows the business analyst to see the actual behavior, interactions, processes, and problems of the users or customers. Observation can also help to identify the implicit, hidden, or unspoken needs and expectations of the users or customers, as well as to validate the information obtained from other elicitation techniques. Observation can be done in two ways: passive or active. Passive observation means that the business analyst does not interfere or participate in the tasks and activities, but only records and analyzes what is observed. Active observation means that the business analyst interacts with the users or customers, asks questions, and provides feedback during the observation. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 17; Business Analysis for Practitioners: A Practice Guide2, page 89.

Time-boxing is a prioritization technique that involves allocating a fixed amount of time or resources to each requirement or backlog item. Time-boxing can help the business analyst to review the amount of work the team is capable of delivering based on the approved project schedule by setting deadlines and constraints for each requirement or backlog item. Time-boxing can also help to focus on the most valuable and feasible requirements or backlog items and avoid scope creep or gold plating. 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 requirements baseline is a document that contains the approved and validated requirements that are used as the basis for developing the solution. The requirements baseline defines the scope and boundaries of the product development, as it specifies what the product must do, what features and functions it must have, and what criteria it must meet to satisfy the stakeholders’ needs and expectations. The requirements baseline also serves as a reference point for measuring the progress and performance of the product development, as well as for managing changes and resolving issues. The requirements baseline is established after the requirements have been elicited, analyzed, prioritized, and verified by the business analyst and the stakeholders, and it is formally approved by the project sponsor or other authorized person. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 92.

 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.

 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.

 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.

 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 requirements sign-off is a process that involves obtaining the formal approval and acceptance of the requirements from the customer and other stakeholders. The requirements sign-off confirms that the requirements are clear, complete, correct, and consistent, and that they meet the customer’s needs and expectations. The requirements sign-off also establishes a baseline for the development and testing of the solution, and serves as a reference point for managing changes and resolving issues. The business analyst should first facilitate the requirements sign-off with the customer before the developers start development, to ensure that the requirements are agreed upon and validated by all parties, and to avoid rework, delays, and conflicts later in the project. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 92.

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

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

 Using a table to map business rules to functional requirements ensures that all tax and fee calculations are implemented correctly. It helps in verifying that the system reflects current regulations and avoids calculation errors. References: PMI-PBA® Examination Content Outline, Business Analysis for Practitioners: A Practice Guide.

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.

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

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

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: PMI.com

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

 Gap analysis is a technique that contrasts the current and desired business views to analyze possible business changes. It identifies the gaps between the current state and the future state of the business and helps to prioritize the actions needed to close those gaps. Gap analysis can be used to assess the feasibility, scope, and value of a proposed change. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 52.

According to the PMI Guide to Business Analysis, 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.

 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.

The change management plan outlines the process for managing changes to requirements, ensuring that any revisions are controlled and documented throughout the project lifecycle. References: PMI-PBA® Examination Content Outline, Business Analysis for Practitioners: A Practice Guide.

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

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.

 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.

Competitive analysis is a technique to compare the strengths and weaknesses of similar products or services offered by competitors in the same market. Competitive analysis can help to identify opportunities, threats, and gaps in the market, and to develop strategies to increase sales and customer satisfaction. Competitive analysis can be used to identify solutions for the startup company that sells organic vegetable and fruit smoothies by comparing their best-selling juice with similar products offered by competitors. The other techniques are not suitable for this purpose. Benchmarking is a technique to compare the performance of a product, service, or process with a standard or best practice. Trend analysis is a technique to analyze historical data or patterns to forecast future outcomes or behaviors. Focus group is a technique to elicit opinions, preferences, or feedback from a representative group of customers or users. References: PMI-PBA® Examination Content Outline, page 11; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 51.

 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.

Quality assurance is a function that involves applying quality standards and processes to ensure that the project or program meets the quality requirements and delivers the expected value to the stakeholders. Quality assurance also involves auditing the quality requirements and the results of quality control measurements to ensure that appropriate quality standards and operational definitions are being used. Quality assurance helps to prevent defects and errors, improve customer satisfaction, and enhance the credibility and reputation of the organization. References: PMI Guide to Business Analysis, Chapter 10, Section 10.3.1; PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, Domain V: Evaluation, Task 3.

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

A 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 main reason for the business failure was a failure to establish measurable success criteria in the business case. The success criteria are the standards or indicators that are used to measure the achievement of the business objectives and the expected benefits of the project. The success criteria should be defined and agreed upon by the stakeholders in the business case, and they should be specific, measurable, achievable, realistic, and time-bound (SMART). The success criteria can help the business analyst and the project team to evaluate the feasibility, viability, and desirability of the project, and to monitor and control the project performance and outcomes. The success criteria can also help to ensure the alignment of the project deliverables with the stakeholder expectations and the market needs. If the success criteria are not established or are poorly defined in the business case, the project may fail to deliver the desired value and return on investment, even if it meets the time, cost, scope, and quality constraints. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 16; Business Analysis for Practitioners: A Practice Guide2, page 86.

According to the PMI Professional in Business Analysis objectives and content, a subject matter expert (SME) is a person who has specialized knowledge or skills in a particular domain or area. A SME can provide valuable insights, information, and guidance to the project team, especially when the project involves a new or unfamiliar market. By hiring external SMEs for the core project team, the business analyst can help to ensure that the project has the necessary expertise and resources to perform the business analysis activities effectively and efficiently. External SMEs can also help to identify and validate the business needs, requirements, and solutions for the new market, and to reduce the risks and uncertainties associated with the project. 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 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.

Customer metrics on the existing system are an input into solution evaluation and decision making in this context, as they provide a baseline for measuring the performance and value of the new solution. The business analyst can use these metrics to compare the existing system with the new solution and assess how well the new solution meets the customer needs and expectations. A cost-benefit analysis of the existing system is not an input into solution evaluation and decision making, as it does not reflect the customer perspective or satisfaction with the system. Technical readiness of the development team is not an input into solution evaluation and decision making, as it does not relate to the quality or effectiveness of the new solution. A new solution design specification is not an input into solution evaluation and decision making, as it describes how the new solution will be built, not how it will perform or deliver value. References: Business Analysis for Practitioners: A Practice Guide, page 176-177; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 20.

 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.

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

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

 Solution scope is the set of features and functions that define the boundaries of the solution and align with the business requirements. Solution scope describes what will be included in and excluded from the new system, and helps to manage stakeholder expectations and avoid scope creep. The business analyst has defined the solution scope by working with project team members to define what will be included in and excluded from the new system. The other options are not correct. Solution design is the process of creating a detailed specification of how the solution will meet the requirements. Business requirements are the higher-level needs or goals of the organization or stakeholders that justify the project. 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 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39.

 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.

 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.

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

 A requirements traceability matrix is a tool that shows the relationship between each requirement and other project elements, such as objectives, deliverables, test cases, design components, etc. A requirements traceability matrix can help the business analyst to determine the impact for the specific requirement change by showing how the change affects other related requirements and project elements. A requirements traceability matrix can also help to assess the feasibility, scope, value, and risk of the change request. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 40.

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

A requirements traceability matrix (RTM) is a tool that helps to track the relationship between the requirements and the product features, test cases, and other artifacts. It can be used to ensure that all requirements have been met by verifying that each requirement has a corresponding feature, test case, and acceptance criterion. A RTM can also help to identify the risks associated with dependent requirements, but that is not its primary purpose. A RTM does not define a convention to map the requirements to their sources, but rather uses an existing convention or standard. A RTM does not address the responsibility owner for each requirement, but rather shows the status and priority of each requirement. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide