A sponsor requests a new requirement. The business analyst explains that most of the information
needed for this requirement does not exist and that the requirement cannot be implemented. The
business analyst recommends deferring the requirement until the needed information is available
and then adding it to a subsequent project. The sponsor agrees.
What should the business analyst do next?
C
Explanation:
The business analyst should communicate that the status of this requirement has changed to the
relevant stakeholders, such as the project manager, the sponsor, the development team, and the
quality assurance team. Communication is an essential skill for business analysts, as it helps to
ensure that everyone involved in the project is aware of the current state of the requirements, the
rationale behind any changes, and the impact of those changes on the project scope, schedule,
budget, quality, and risks. Communication also helps to manage stakeholder expectations and avoid
confusion or conflicts. Bringing the subsequent project to the change control board (CCB) is not
necessary at this stage, as the requirement has been deferred and not added to another project.
Asking the stakeholders to review the requirement before any other action is taken is not effective,
as the requirement cannot be implemented until the needed information is available.
Marking the
requirement as complete so that it is not forgotten is incorrect, as it does not reflect the true status
of the requirement and may cause errors or inconsistencies in the requirements documentation and
traceability. Reference: PMI Professional in Business Analysis (PMI-PBA)® Examination Content
Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2
, page 77.
A company is pleased with its delivered solution and reports that it has heard only minimal
complaints for the first three months of use.
How can the business analyst determine how well the solution meets the business case?
A
Explanation:
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. Reference: PMI Professional in Business Analysis (PMI-PBA)®
Examination Content Outline1, page 14; Business Analysis for Practitioners: A Practice Guide2
, page
80.
A business analyst is working on a project to implement a new call management system for a help
desk. They expected the average time interval to answer a call to decrease over time, but the interval
has increased instead.
Which technique should the business analyst use to investigate the problem?
B
Explanation:
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. Reference: PMI Professional in Business
Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A
Practice Guide2
, page 95.
The software developers have delivered a completed solution. The quality assurance team has
passed the solution. What should the business analyst do next?
B
Explanation:
User acceptance testing (UAT) is a process that should be done by the business analyst after the
software developers have delivered a completed solution and the quality assurance team has passed
it. User acceptance testing 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. User acceptance testing can help to ensure that the solution is fit for use,
suitable for purpose, and aligned with business objectives. Evaluating the solution against the project
charter is not necessary at this stage, as it does not involve testing or validation by the end users or
stakeholders. Evaluating the solution with the sponsor(s) is not sufficient at this stage, as it does not
capture the perspective of all relevant users or stakeholders who will use or benefit from the
solution.
Conducting performance testing is not relevant at this stage, as it is usually done by the
quality assurance team before delivering the solution to ensure that it meets the non-functional
requirements such as speed, reliability, scalability, etc. Reference: PMI Professional in Business
Analysis (PMI-PBA)® Examination Content Outline1, page 14; Business Analysis for Practitioners: A
Practice Guide2
, page 80.
A company’s management team has decided to deploy a new product. However, there is concern
that users may not accept a new product that forces them to change existing practices.
The business analyst should:
C
Explanation:
The business analyst should clearly communicate project objectives and attempt to defuse tensions
when there is concern that users may not accept a new product that forces them to change existing
practices. Communication is a key skill for business analysts, as it helps to ensure that stakeholders
understand the purpose, scope, benefits, and risks of the project and the solution. Communication
also helps to manage stakeholder expectations, address their concerns, resolve conflicts, and gain
their support and buy-in for the change. By communicating project objectives and trying to defuse
tensions, the business analyst can demonstrate the value of the new product, explain the rationale
behind the change, listen to the feedback and suggestions of the users, and foster a positive and
collaborative relationship with them. Adhering to the project plan to achieve project objectives is not
sufficient, as it does not address the user resistance or dissatisfaction with the new product. Voicing
user concerns to management and recommending that the project be closed is not advisable, as it
may undermine the project success and waste the resources invested in it.
Delaying the application’s
deployment until the conflicts have been resolved is not effective, as it may cause delays, rework, or
scope creep in the project. Reference: PMI Professional in Business Analysis (PMI-PBA)® Examination
Content Outline1, page 9; Business Analysis for Practitioners: A Practice Guide2
, page 55.
When modeling processes or analyzing tasks, business rules can be uncovered by asking about:
C
Explanation:
Business rules are statements that define or constrain some aspect of the business, such as policies,
standards, procedures, regulations, or constraints. Business rules can be uncovered by asking about
the reasons for choosing a particular course of action when modeling processes or analyzing tasks.
By asking why a certain decision is made, what criteria are used, what conditions are applied, or
what consequences are expected, the business analyst can elicit the business rules that govern the
behavior or outcome of the process or task.
Asking about tasks that overlap with each other, work
that may be performed out of sequence, or task transitions that hinder organizational performance
may help to identify issues or opportunities for improvement in the process or task, but they may not
reveal the business rules that underlie them. Reference: PMI Professional in Business Analysis (PMI-
PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2
,
page 95.
After implementation of the product, the customer reports defects. What is the best course of action
to take?
A
Explanation:
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. Reference: PMI Professional in Business Analysis (PMI-PBA)® Examination Content
Outline1, page 14; Business Analysis for Practitioners: A Practice Guide2
, page 80.
The project sponsor needs to know which requirements will be implemented. Which of the following
would be the most valuable for a business analyst to provide?
B
Explanation:
A requirements baseline document is the most valuable document for a business analyst to provide
to the project sponsor to know which requirements will be implemented. A requirements baseline
document is a version of the requirements specification that has been reviewed, approved, and
formally established as the basis for further development and delivery of the solution. A
requirements baseline document defines the scope of the project and the expected value of the
solution. It also serves as a reference point for managing changes and measuring progress. A
requirements traceability matrix is a document that shows the relationship between requirements
and other project artifacts, such as design, test cases, or deliverables. A requirements traceability
matrix can help to ensure completeness, consistency, and quality of the requirements, but it does
not indicate which requirements will be implemented. A requirements management plan is a
document that describes how requirements will be elicited, analyzed, documented, validated, and
managed throughout the project. A requirements management plan can help to define the roles,
responsibilities, processes, and tools for managing requirements, but it does not specify which
requirements will be implemented. A reliability matrix is not a standard document in business
analysis, but it may refer to a tool that measures the reliability or dependability of a system or a
process.
A reliability matrix can help to evaluate the performance or quality of a solution, but it does
not determine which requirements will be implemented. Reference: PMI Professional in Business
Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A
Practice Guide2
, page 76.
A business analyst has elicited, documented, and verified the requirements, discovering that there
are not enough resources to deliver all the requirements. Which technique should the business
analyst employ to rectify the issue?
D
Explanation:
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. Reference: PMI Professional in
Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for
Practitioners: A Practice Guide2
, page 95.
A business analyst has been assigned to Project Y. After a requirements gathering session, the project
manager asks the business analyst to identify which requirements would be considered in scope and
out of scope, based on the business need.
What document should the business analyst use to determine the relationship of the requirement to
the business need?
A
Explanation:
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. Reference: PMI Professional in Business
Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A
Practice Guide2
, page 95.