PMI-PBA PMI Professional in Business Analysis Questions and Answers

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.

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

 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.

The business analyst is using a bottom-up estimation technique, which involves breaking down the work into smaller components and estimating the time and resources needed for each component. Then, the estimates are aggregated to obtain the total estimate for the project. Bottom-up estimation is more accurate and reliable than other techniques, but it also requires more time and effort. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 85.

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.

 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.

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

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.

 The business analyst should determine if the defect is in the solution developed, in the original requirement, or in the test case. This criterion will help the business analyst to identify the root cause of the defect, and to decide the appropriate response to the defective test result. Depending on the source of the defect, the business analyst may need to revise the requirement, update the test case, or request a change to the solution. The business analyst should also communicate the defect and the response to the relevant stakeholders, and document the discrepancy report accordingly. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 25; Business Analysis for Practitioners: A Practice Guide2, page 140.

 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.

 The business analyst should clearly communicate project objectives and attempt to defuse tensions when there is concern that users may not accept a new product that forces them to change existing practices. Communication is a key skill for business analysts, as it helps to ensure that stakeholders understand the purpose, scope, benefits, and risks of the project and the solution. Communication also helps to manage stakeholder expectations, address their concerns, resolve conflicts, and gain their support and buy-in for the change. By communicating project objectives and trying to defuse tensions, the business analyst can demonstrate the value of the new product, explain the rationale behind the change, listen to the feedback and suggestions of the users, and foster a positive and collaborative relationship with them. Adhering to the project plan to achieve project objectives is not sufficient, as it does not address the user resistance or dissatisfaction with the new product. Voicing user concerns to management and recommending that the project be closed is not advisable, as it may undermine the project success and waste the resources invested in it. Delaying the application’s deployment until the conflicts have been resolved is not effective, as it may cause delays, rework, or scope creep in the project. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2, page 55.

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

 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.

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

A 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.

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

 A capability table is a tool that lists the current capabilities of an application and compares them with the desired capabilities identified by the end users. A capability table can help the business analyst to analyze this information and determine project scope by showing the gaps between the current and future states of the application, and prioritizing the new features that will address those gaps. A capability table can also help to define the high-level requirements and objectives of the project. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11; Business Analysis for Practitioners: A Practice Guide (2015), page 67.

 Interviewing is a technique to elicit information, opinions, or feedback from stakeholders by asking them questions and listening to their responses. Interviewing can be used to clarify or validate requirements, resolve conflicts or misunderstandings, build rapport and trust, and explore complex or sensitive issues. A good time to consider using the interviewing method is when there are communication challenges among stakeholders, such as different perspectives, expectations, or interests. Interviewing can help to overcome these challenges by providing a direct and personal communication channel, allowing the interviewer to tailor the questions and responses to each stakeholder, and facilitating a deeper understanding of the stakeholder’s needs and concerns. The other options are not good times to consider using the interviewing method. Attempting to obtain sign-off on requirements from stakeholders is not an elicitation activity, but a validation activity that requires formal documentation and approval. There is not enough time to gather requirements from many different sources is a constraint that limits the use of interviewing, as it is a time-consuming and resource-intensive technique that can only involve a few stakeholders at a time. Assembling a requirements traceability matrix is not an elicitation activity, but an analysis activity that involves linking the requirements to their sources and deliverables using a tool or document. References: PMI-PBA® Examination Content Outline, page 10; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 50.

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

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 business analyst could use the expected vs. actual results technique to iteratively validate the solution. This technique involves comparing the expected results or outcomes of the solution with the actual results or outcomes that are observed or measured after the solution is implemented. This technique helps to verify that the solution meets the requirements and the acceptance criteria, and to identify any gaps, issues, or defects that need to be resolved or corrected. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 25; Business Analysis for Practitioners: A Practice Guide2, page 141.

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

The best approach to resolve this issue is to suggest re-estimating the requirement and following the change control process. This would allow the project team to assess the impact of the change request, evaluate the feasibility and cost of the modification, and obtain the approval of the stakeholders before implementing the change. A change control process is a method used to manage change requests for projects and big initiatives. It’s part of a change management plan, which defines the roles for managing change within a team or company1. Meeting with the customer and apologizing for misunderstanding the business’s need is not sufficient, as it does not address the root cause of the problem or propose a solution. Providing the stakeholder with a copy of the approved requirements baseline and moving forward without making a change is not acceptable, as it ignores the stakeholder’s feedback and dissatisfaction. Requiring development resources to work overtime to modify the deliverable to satisfy the stakeholder is not advisable, as it may compromise the quality of the work, increase the project cost and risk, and demoralize the team. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline2, PMI Guide to Business Analysis3, Business Analysis for Practitioners: A Practice Guide4, What Is a Change Control Process? (with Example Change Log)

 A requirements baseline document is the most valuable document for a business analyst to provide to the project sponsor to know which requirements will be implemented. A requirements baseline document is a version of the requirements specification that has been reviewed, approved, and formally established as the basis for further development and delivery of the solution. A requirements baseline document defines the scope of the project and the expected value of the solution. It also serves as a reference point for managing changes and measuring progress. A requirements traceability matrix is a document that shows the relationship between requirements and other project artifacts, such as design, test cases, or deliverables. A requirements traceability matrix can help to ensure completeness, consistency, and quality of the requirements, but it does not indicate which requirements will be implemented. A requirements management plan is a document that describes how requirements will be elicited, analyzed, documented, validated, and managed throughout the project. A requirements management plan can help to define the roles, responsibilities, processes, and tools for managing requirements, but it does not specify which requirements will be implemented. A reliability matrix is not a standard document in business analysis, but it may refer to a tool that measures the reliability or dependability of a system or a process. A reliability matrix can help to evaluate the performance or quality of a solution, but it does not determine which requirements will be implemented. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 76.

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

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

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

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

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

 A survey is a technique that involves collecting information from a large number of people by asking them questions and analyzing the results. Surveys are often used to measure the satisfaction, opinions, preferences, or attitudes of customers, employees, or other stakeholders. Surveys can be conducted through various methods, such as mail, online, phone, or in-person. Surveys are a suitable technique for gathering information from employees regarding their satisfaction with the solution because:

Surveys can reach a large and geographically dispersed population of employees across the country.

Surveys can allow employees to provide anonymous and honest feedback without being influenced by peer pressure or group dynamics.

Surveys can use standardized and quantifiable questions that can be easily analyzed and compared.

Surveys can be cost-effective and time-efficient compared to other techniques that require more resources and coordination.

References: = PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, page 19.

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

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

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.

 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 specification is a document that describes the customer’s needs for a product and includes a functional model, a data model, and a glossary of terms. A standard operating manual is a document that provides instructions on how to use a product or service. A business case is a document that justifies the initiation of a project or investment based on its expected benefits and costs. A project charter is a document that authorizes the start of a project and defines its scope, objectives, and stakeholders. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 8; Business Analysis for Practitioners: A Practice Guide (2015), page 36.

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

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.

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

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

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.

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.

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

 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.

 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.

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

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

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

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com

 A 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

 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.

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.

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.

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

 Business use cases are the documents that the business analyst should pay the most attention to ensure the project succeeds this time. Business use cases are documents that describe the interactions between the users and the system, and the value or benefit that the users obtain from the system. Business use cases can help the business analyst and the project team to understand the business needs, goals, and expectations of the stakeholders, and to define the scope, functionality, and behavior of the system. Business use cases can also help to verify and validate that the system meets the requirements and delivers the desired outcomes. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 93.

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

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.