PMI-PBA Practice Exam Questions with Answers PMI Professional in Business Analysis Certification

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.

 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.

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

 Phased baselining is an approach that involves dividing the requirements into smaller subsets or increments that can be approved, developed, and delivered separately. Phased baselining can help to cope with the requirements’ volatility, as it allows the business analyst and the stakeholders to accommodate changes and feedback in each increment, and to adjust the scope and priorities of the subsequent increments accordingly. Phased baselining can also reduce the risk and uncertainty of the project, as it enables early validation and verification of the solution, and provides more flexibility and adaptability to the changing business environment and regulations. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 24; Business Analysis for Practitioners: A Practice Guide2, page 133.

 According to the PMI Professional in Business Analysis objectives and content, the business analyst should recommend the option with the highest functionality score and the lowest cost score. In this case, option A, 1, Custom solution, has the highest functionality score of 10 and the lowest cost score of 1. Therefore, it should be recommended. 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 test case is a set of conditions or variables under which a tester will determine whether a system under test satisfies the requirements or works correctly. A test case is derived from the requirements and the acceptance criteria, and it specifies the input data, expected output, and execution steps. A test case is incorrect if it does not match the requirements or the acceptance criteria, or if it contains errors, ambiguities, or inconsistencies. If the business analyst receives a test result report that shows evidence of defective functionality, but verifies that the functionality behaves according to the requirements, the business analyst should first verify that the test case is incorrect. This can be done by reviewing the test case, comparing it with the requirements and the acceptance criteria, and identifying any discrepancies or flaws. By verifying that the test case is incorrect, the business analyst can avoid unnecessary changes to the requirements or the solution, and ensure that the test results are valid and reliable. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3, page 21; Business Analysis for Practitioners: A Practice Guide4, page 101.

When a change request is received, the business analyst is responsible for analyzing the impact on business and underlying systems. The business analyst should assess how the change request will affect the business needs, objectives, and value, as well as the existing or planned systems, processes, and functions. The business analyst should also evaluate the feasibility, priority, and urgency of the change request, and provide recommendations and alternatives to the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page 132.

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

 Active observation is an elicitation technique that involves observing the work performed by stakeholders in their own environment and asking questions to clarify or confirm the understanding of the process. Active observation allows the business analyst to gain insights into the current state, identify gaps or issues, and discover undocumented or implicit requirements. Active observation is different from participatory observation, which involves performing the work alongside the stakeholders, and from interview, which involves asking structured or unstructured questions to elicit information from stakeholders. Simulation is an elicitation technique that involves creating a model or a prototype of the solution or a part of it and using it to elicit feedback from stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 62.

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

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

A 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.

Tracing requirements is a technique that involves tracking the origin, dependencies, allocation, and status of each requirement throughout the project life cycle. Tracing requirements can help the business analyst to determine this issue before delivery by ensuring that each project objective is linked to one or more requirements, and that each requirement is verified and validated against the project objectives. Tracing requirements can also help to identify any missing, redundant, or conflicting 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.

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

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.

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

The next step that the business analyst should take after incorporating all the relevant feedback from stakeholders in the business analysis plan is to obtain approval on the plan. The business analysis plan is a document that describes how the business analysis activities will be performed, managed, and controlled throughout the project. It should be approved by the key stakeholders before the business analyst starts documenting or implementing the requirements. The approval process ensures that the stakeholders agree on the scope, approach, deliverables, roles, and responsibilities of the business analysis work. Starting documenting requirements without obtaining approval on the plan is not advisable, as it may lead to confusion, rework, or conflicts among the stakeholders. Storing the document for safe keeping is not a productive step, as it does not communicate or validate the plan with the stakeholders. Starting implementing the project without obtaining approval on the plan is not feasible, as it may result in wasted resources, missed expectations, or failed outcomes. References: Business Analysis for Practitioners: A Practice Guide 1, page 29-30; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 13.

 According to the PMI 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

 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 also include the acceptance criteria that specify the conditions that must be met for the use case to be successfully completed and accepted by the stakeholders. The test team can review the use cases to help identify the acceptance criteria for the solution, as they provide a comprehensive and realistic view of the expected behavior and outcomes of the system. The test team can also use the use cases to design and execute test cases that 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.

 The business analyst should trace the requirements and measure the impact of the requested changes on the existing delivery date. Tracing the requirements means identifying the source, dependencies, and relationships of the requirements, and ensuring their alignment with the business needs, objectives, and expectations. Measuring the impact of the changes means assessing how the changes will affect the scope, schedule, cost, quality, and risk of the project. These actions can help the business analyst and the project team to evaluate the feasibility and priority of the changes, and to communicate the implications and alternatives to the customer and other stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page 131.

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

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 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.

 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.

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

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

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

PMI Professional in Business Analysis reference list: PBA Reference List

PMI Professional in Business Analysis study guide: Study.com

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

According to the PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, one of the tasks under the domain of Traceability and Monitoring is to “Track the status, priority, and disposition of requirements and issues, and communicate updates as necessary” (Task 1). This implies that the business analyst is responsible for ensuring that the requirements are delivered as stated and that any changes or issues are communicated to the relevant stakeholders. One of the techniques that can be used to perform this task is the traceability matrix, which is a table that shows the relationships between requirements and other project artifacts, such as design documents, test cases, or deliverables. A traceability matrix can help the business analyst to verify that all the requirements are covered by the test cases and that the test output matches the expected results. Therefore, the technique that the business analyst could have used to ensure that requirements were delivered as stated is the traceability matrix.

The customer and the business analyst are collaborating in the development of a solution scope, which is a description of the boundaries, assumptions, and deliverables of the solution that will address the business need. It is important for the customer to spend the time required to provide, clarify, and elaborate requirements, because requirements are the basis for defining the solution scope. Requirements are the capabilities, features, functions, and qualities that the solution must have or meet to satisfy the customer and the stakeholders. By providing, clarifying, and elaborating requirements, the customer can help the business analyst to understand the problem, the needs, the expectations, and the value proposition of the solution. This will enable the business analyst to define a solution scope that is aligned with the customer’s vision and goals, and that is feasible, viable, and desirable. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 15.

 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, a Pareto analysis is a tool that helps to prioritize problems or causes based on their frequency or impact. It is based on the Pareto principle, which states that 80% of the effects come from 20% of the causes. A Pareto analysis can help to identify the high-priority changes needed to improve a service by showing which problems or causes account for most of the complaints or dissatisfaction. A work breakdown structure analysis, a flowchart, and a cause-and-effect diagram are other tools that can help to analyze a service, but they do not necessarily help to prioritize the changes needed to improve it. References: PMI Guide to Business Analysis, page 145-146.

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

 The requirements baseline is a document that contains the approved and validated requirements that are used as the basis for developing the solution. The requirements baseline defines the scope and boundaries of the product development, as it specifies what the product must do, what features and functions it must have, and what criteria it must meet to satisfy the stakeholders’ needs and expectations. The requirements baseline also serves as a reference point for measuring the progress and performance of the product development, as well as for managing changes and resolving issues. The requirements baseline is established after the requirements have been elicited, analyzed, prioritized, and verified by the business analyst and the stakeholders, and it is formally approved by the project sponsor or other authorized person. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 92.

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

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

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

 A 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.

The requirements baseline is a set of approved and prioritized requirements that are used as the basis for the development scope. The requirements baseline defines what the project or program will deliver and what the stakeholders expect to receive. The requirements baseline also serves as a reference point for managing changes and measuring progress. References: PMI Guide to Business Analysis, Chapter 9, Section 9.3.1; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, Domain IV: Traceability and Monitoring, Task 1.

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

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

 A requirements traceability matrix (RTM) is a tool that helps to track the relationship between the requirements and the product features. It can be used to determine the scope of a change request by identifying which requirements and test cases are affected by the modification of an existing feature. A project schedule and cost baseline are not directly related to the product features, but rather to the project management aspects. A requirements attributes table is a tool that helps to classify and prioritize the requirements, but it does not show the link between the requirements and the product features. A sequence diagram is a tool that helps to illustrate the interactions between the components of the product, but it does not show the traceability of the requirements. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide

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

 Agile is an approach to enable developers and product owners to be in constant communication so that changes or issues that occur during development are exposed and discussed as they develop. Agile emphasizes iterative and incremental delivery of value, collaboration, feedback, and adaptation. Agile methods include Scrum, Kanban, XP, and others. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 14; Business Analysis for Practitioners: A Practice Guide (2015), page 17.

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

 According to the PMI Guide to Business Analysis, planning the requirements change process involves defining how requirement changes will be identified, analyzed, approved, and communicated throughout the project life cycle. Communication is a key aspect of managing requirement changes, as it ensures that all stakeholders are aware of the status, impact, and rationale of the changes, and that they can provide their feedback and input. How requirement changes will impact the requirements baseline, how they will be implemented, and how they will impact the validation plan are all important considerations, but they are not part of planning the requirements change process. They are part of executing, monitoring, and controlling the requirements change process. References: PMI Guide to Business Analysis, page 286-287.

 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.

 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.

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.

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.

The selected project life cycle is a characteristic of the project that is needed to determine the approach so that the business analyst can validate whether they will need to have a discussion about the budget. The project life cycle is the sequence of phases or stages that the project goes through from initiation to closure. The project life cycle can be selected based on various factors, such as the nature, complexity, size, and uncertainty of the project, the stakeholder preferences, the organizational culture, and the industry standards. The project life cycle can influence the approach that the business analyst and the project team use to plan, execute, monitor, and control the project, and to deliver the product or service. The project life cycle can also affect the budget, schedule, scope, and quality of the project, and the level of stakeholder involvement and communication. Therefore, the business analyst should understand the selected project life cycle and its implications for the project, and validate whether it is appropriate and feasible for the project, and whether it requires any adjustments or discussions with the stakeholders. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 84.

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

 The 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.

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