PMI-PBA Questions and Answers

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.

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.

 According to the PMI Professional in Business Analysis objectives and content, a traceability matrix is a tool that is used to track and link the requirements throughout the project life cycle. A traceability matrix can help to ensure that the product design meets the stated requirements by showing the relationships and dependencies between the requirements and the design elements, as well as the test cases and the verification results. A traceability matrix can also help to monitor the status and progress of the requirements and the design, and to identify and resolve any gaps, inconsistencies, or conflicts that may arise. A traceability matrix can also facilitate the impact analysis and change management of the requirements and the design. 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 need is the reason why the project is initiated and the problem or opportunity that the project aims to address. The business need defines the key business drivers and the desired outcomes of the project. By asking what the business need is, the business analyst can understand the value proposition of the project and prioritize the requirements that align with the business objectives and deliver the most benefits to the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2, page 23.

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 traceability matrix is a document that the business analyst can use to determine the relationship of each requirement to the business need when working on Project Y. A traceability matrix is a table that shows how each requirement relates to other project artifacts, such as business needs, objectives, deliverables, design elements, test cases, or risks. A traceability matrix can help to ensure that each requirement is aligned with and contributes to the business need that initiated the project. It can also help to verify that each requirement is necessary, feasible, testable, and traceable throughout the project life cycle. A traceability matrix can also help to manage changes and measure progress in relation to the business need. 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 does not show how each requirement relates to the business need explicitly. 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 defines the roles, responsibilities, processes, and tools for managing requirements. It does not indicate the relationship of each requirement to the business need specifically. A requirements package is a document that presents the requirements in a structured and organized way for communication and verification purposes. A requirements package may include different types of requirements, such as functional, non-functional, quality, or transition requirements. It does not demonstrate how each requirement relates to the business need directly. 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 evaluates the performance or quality of a solution. It does not determine the relationship of each requirement to the business need. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

One of the main purposes for creating a requirements traceability matrix is to track how requirements can be connected to the solution. A requirements traceability matrix is a tool that links the requirements to the project scope, objectives, deliverables, and test cases. A requirements traceability matrix can help the business analyst to track the origin, allocation, dependencies, and status of the requirements throughout the project lifecycle, and to ensure that the solution meets the requirements and the stakeholder expectations. A requirements traceability matrix can also help to manage changes, resolve issues, and measure the quality and performance of the solution. A requirements traceability matrix can be created using various formats, such as a table, a spreadsheet, or a database12. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3, page 18; Business Analysis for Practitioners: A Practice Guide4, page 92.

External dependencies are the factors or conditions that are outside the control of the project, but may affect its scope, schedule, cost, quality, or risks. External dependencies may include legal, regulatory, cultural, environmental, political, economic, or technological factors. An organization that is evaluating the possibility of conducting business internationally should investigate these factors at the onset of the initiative, as they may have significant impacts on the feasibility, viability, and desirability of the project. The other options are not factors that should be investigated at the onset of the initiative. Deliverables to be produced are the outputs or results of the project that meet the stakeholder requirements. Impacts on requirements baseline are the changes or deviations from the approved set of requirements that define the solution scope. Change control processes are the procedures and tools that manage how changes to the project scope, schedule, cost, quality, or risks are identified, evaluated, approved, implemented, and communicated. These factors are determined or addressed during the planning or execution phases of the project, not at the onset of the initiative. References: PMI-PBA® Examination Content Outline, page 13; PMI-PBA® Reference List, page 1, BABOK® Guide v3, page 39; 4.

 An organizational chart is a tool that helps to visualize the structure and hierarchy of an organization, as well as the roles and responsibilities of its members. It can also show the relationships and interactions between different units, departments, or teams within the organization. An organizational chart can help the business analyst to identify the missing project stakeholders by showing who are involved in or affected by the online ordering system, such as the purchasing department. A business case is a tool that helps to justify the need and value of a project or initiative, as well as the costs and benefits associated with it. It does not provide information about the project stakeholders. A business analysis plan is a tool that helps to define the scope, approach, activities, deliverables, and schedule of the business analysis work. It does not provide information about the project stakeholders. A business analyst communication plan is a tool that helps to determine the communication needs, methods, frequency, and channels for the business analysis work. It does not provide information about the project stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide3, Organizational Chart - What is an Organization Chart? Definition, Types, Tips, Tutorial, and Examples

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.

 A version control system is a tool that can be used to track requirements documentation. A version control system is a tool that allows the business analyst to manage and record changes to the requirements documentation throughout the project lifecycle. A version control system can help to ensure that the requirements documentation is consistent, accurate, and up-to-date. A version control system can also help to facilitate collaboration and communication among the team members and stakeholders who work on or use the requirements documentation. A version control system can also help to identify and resolve any conflicts or issues that may arise from concurrent or conflicting changes to the requirements documentation. An affinity diagram is not a tool that can be used to track requirements documentation. An affinity diagram is a technique that involves grouping similar or related ideas, issues, or data into categories based on their affinity or similarity. An affinity diagram can help to organize and analyze complex or diverse information, but it does not track or manage changes to the requirements documentation. A data dictionary is not a tool that can be used to track requirements documentation. A data dictionary is a tool that defines and describes the data elements and their attributes that are used or produced by a system or a solution. A data dictionary can help to standardize and clarify the meaning and usage of data elements, but it does not track or manage changes to the requirements documentation. A business rules matrix is not a tool that can be used to track requirements documentation. A business rules matrix is a tool that documents and organizes the business rules that govern or constrain a system or a solution. A business rules matrix can help to specify and communicate the logic and behavior of a system or a solution, but it does not track or manage changes to the requirements documentation. References: Business Analysis for Practitioners: A Practice Guide 1, page 161-162; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 19-20.

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

 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.

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.

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

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

 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.

 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.

Status is a critical field that is needed to ensure that the traceability matrix is usable. Status indicates the current state of each requirement, such as approved, deferred, implemented, tested, or verified. Status helps to track the progress and completion of requirements throughout the project life cycle. It also helps to identify any gaps or discrepancies that may exist between the requirements and the project deliverables. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 40.

 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.

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

 The change control process is a set of procedures and tools that are used to manage changes to the requirements and the solution throughout the project life cycle. The change control process is defined in the business analysis plan, which is a document that describes how the business analysis activities will be performed, monitored, and controlled. The business analysis plan also specifies the roles and responsibilities of the business analyst and other stakeholders involved in the change control process. The business analyst should follow the change control process as defined in the business analysis plan to ensure that any changes to the requirements are properly documented, analyzed, approved, communicated, and implemented. By following the change control process, the business analyst can avoid scope creep, maintain the quality and integrity of the requirements, and align the solution with the business needs and objectives. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 24; Business Analysis for Practitioners: A Practice Guide2, page 133.

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

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.

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

The best course of action to take when the customer reports defects after implementation of the product is to compare reported defects with user acceptance test results. User acceptance testing (UAT) is a process of verifying that the solution meets the requirements and expectations of the end users and delivers value to them. User acceptance testing involves preparing test cases, scenarios, or scripts based on the acceptance criteria, executing them with representative users or stakeholders, collecting feedback, identifying defects or issues, and obtaining sign-off or approval for deployment. By comparing reported defects with user acceptance test results, the business analyst can determine whether the defects were already detected and resolved during UAT, whether they were missed or overlooked during UAT, or whether they emerged after UAT due to changes in the environment, configuration, data, or usage. This can help to assess the impact and severity of the defects and decide on the appropriate actions to address them. Escalating the issue to the project manager since the acceptance was given by the customer is not helpful, as it does not involve investigating or resolving the defects. Doing nothing since the solution is now the responsibility of the operations manager is not responsible, as it does not ensure customer satisfaction or solution quality. Involving the end users and planning a new round of acceptance tests to check the gaps is not feasible, as it may be costly, time-consuming, and disruptive to conduct another UAT after implementation. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 14; Business Analysis for Practitioners: A Practice Guide2, page 80.

 A closed-ended survey using the Likert scale is a type of survey that asks respondents to indicate their level of agreement or disagreement with a series of statements related to the current business process. This type of survey is useful for gathering data that can be used in a statistical analysis to measure user satisfaction, identify pain points, and evaluate the performance of the current business process. A closed-ended survey is also easier to administer and analyze than an open-ended survey, which requires more time and effort to code and interpret the responses. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 17; Business Analysis for Practitioners: A Practice Guide2, page 91.

 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.

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.

 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.

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

 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.

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

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

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

Decision trees, weighted matrix, and context diagrams are tools and techniques that can help the business analyst to maximize business value while establishing the requirements baseline. Decision trees are graphical representations of possible outcomes and choices based on certain conditions or criteria. Decision trees can help to evaluate and select the best option among multiple alternatives based on their expected value or risk. Weighted matrix are tables that assign scores and weights to different factors or measures to compare and prioritize them. Weighted matrix can help to rank the requirements based on their alignment with the business objectives, benefits, costs, risks, dependencies, urgency, etc. Context diagrams are visual models that show the boundaries and interactions of a system or product with its environment. Context diagrams can help to define the scope and stakeholders of a project, as well as their needs and expectations. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11-12; Business Analysis for Practitioners: A Practice Guide (2015), page 66-69.

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

 A 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.

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

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

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

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

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

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

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

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

 Root cause analysis (RCA) is a technique that can be used to investigate the problem of increased call interval in a new call management system. Root cause analysis is a method of identifying and resolving the underlying causes of a problem or an issue, rather than treating the symptoms or the effects. Root cause analysis involves asking questions, collecting data, analyzing evidence, finding patterns, drawing conclusions, and recommending solutions. Root cause analysis can help to prevent recurrence of the problem, improve performance, reduce risks, and increase customer satisfaction. Interviews are a technique that can be used to elicit information from stakeholders, but they may not be sufficient to investigate the problem in depth and find its root causes. Observation is a technique that can be used to understand how stakeholders perform their work in their own environment, but it may not be able to explain why the problem occurs and what causes it. Process modeling is a technique that can be used to represent how activities are performed in a process, but it may not be able to identify and resolve the problem in the process. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

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

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

Functional specifications are a type of requirements documentation that describes what the system or product should do in terms of functions, features, behaviors, inputs, outputs, etc. Functional specifications can help the business analyst to document the requirements in a way that is clearly understood by the development team and provides enough information to check if the requirement has been met. Functional specifications can also include acceptance criteria, test cases, data models, user interface designs, etc. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 39.

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

This is because it has the highest score in the “Lower maintenance cost” category, which has a weight of 2, and the second highest score in the “Improved customer satisfaction” category, which has a weight of 3. The weighted-ranking matrix is a technique that helps to compare and evaluate different options based on multiple criteria and their relative importance. Each option is assigned a score for each criterion, and the score is multiplied by the weight of the criterion. The option with the highest total score is the most preferred one.

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

 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.

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

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

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: PMI.com

 A product scope is a description of the features, functions, and characteristics of a product that meets the needs and expectations of the stakeholders. It defines what the product is and what it is not, and provides the basis for planning, developing, testing, and delivering the product. A product scope should align with the company’s objectives, which are the desired outcomes or results that the company wants to achieve through its products, services, and projects. Aligning the product scope with the company’s objectives helps to ensure that the product delivers value to the customers and the business, supports the company’s vision and mission, and contributes to the company’s strategic goals12.

To collaborate on a product scope that aligns with the company’s objectives, the business analyst should follow these steps12:

Identify and engage the relevant stakeholders, such as the human resources, engineering, and marketing departments, as well as the product sponsor, the customers, and the end users. Stakeholders are the individuals or groups who have an interest or influence in the product, and who can provide input, feedback, and approval for the product scope.

Elicit and analyze the business needs, requirements, and expectations of the stakeholders, using various techniques, such as interviews, surveys, workshops, observation, prototyping, and brainstorming. Business needs are the problems or opportunities that the product aims to address or exploit, and that justify the investment in the product. Requirements are the specifications or conditions that the product must meet or satisfy to fulfill the business needs. Expectations are the desires or wishes that the stakeholders have for the product, which may or may not be realistic or feasible.

Validate and prioritize the business needs, requirements, and expectations, based on their value, urgency, risk, dependency, and alignment with the company’s objectives. Validation is the process of ensuring that the business needs, requirements, and expectations are clear, complete, correct, consistent, and feasible. Prioritization is the process of ranking the business needs, requirements, and expectations according to their relative importance and impact on the product scope and the company’s objectives.

Define and document the product scope, using various tools, such as a product vision statement, a product scope statement, a product backlog, a product roadmap, and a product breakdown structure. A product vision statement is a brief and compelling description of the purpose, value proposition, and target market of the product. A product scope statement is a detailed and formal description of the product scope, including the product objectives, deliverables, features, functions, boundaries, assumptions, constraints, and acceptance criteria. A product backlog is a list of the product requirements, features, and enhancements that are prioritized and refined for development. A product roadmap is a high-level and strategic plan that shows the direction, timeline, and milestones of the product development. A product breakdown structure is a hierarchical and graphical representation of the product components and their relationships.

Communicate and manage the product scope, using various techniques, such as reviews, walkthroughs, inspections, audits, and change control. Communication is the process of sharing and exchanging the product scope information with the stakeholders, and ensuring that they understand and agree on the product scope. Management is the process of monitoring and controlling the product scope, and ensuring that it is delivered according to the plan and the company’s objectives. Change control is the process of evaluating, approving, and implementing any changes to the product scope, and ensuring that they are aligned with the company’s objectives.

Voting on the product’s highest-value business needs is not the best option, because it may not consider the perspectives and preferences of all the stakeholders, and it may not reflect the company’s objectives. Negotiating to best meet each department’s objectives is not the best option, because it may result in compromises or trade-offs that may not benefit the product or the company as a whole, and it may not align with the company’s objectives. Delegating the decision to be made by the product sponsor is not the best option, because it may not involve the participation and collaboration of the other stakeholders, and it may not align with the company’s objectives. References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 10-11; 2 Business Analysis for Practitioners: A Practice Guide, page 133-134

 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 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)

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 should explain the value of requirements traceability to the project sponsor. Requirements traceability is the process of tracking and documenting the relationships and dependencies among the requirements, the project deliverables, and the business objectives. Requirements traceability helps to ensure the quality, completeness, and alignment of the requirements, and to manage the changes, risks, and issues that may arise during the project. Requirements traceability also helps to measure the performance and the value of the solution, and to facilitate the verification and validation of the solution. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 20; Business Analysis for Practitioners: A Practice Guide2, page 100.

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