PMI-PBA Exam Dumps - PMI Professional in Business Analysis (PMI-PBA)

A fishbone diagram, also known as a cause-and-effect diagram or an Ishikawa diagram, is a tool that helps to identify and analyze the possible causes of a problem or an effect. It can help the business analyst to perform a root cause analysis in order to analyze and resolve the discrepancy identified through user acceptance testing. A fishbone diagram has a structure that resembles a fish skeleton, with a head, a spine, and several branches. The head represents the problem or the effect, the spine represents the main cause categories, and the branches represent the sub-causes or factors that contribute to the problem or the effect. By creating a fishbone diagram, the business analyst can brainstorm and organize the potential causes of the software flaw, and then investigate and verify the most likely root cause. A fishbone diagram can also help to communicate the findings and recommendations to the stakeholders and the development team. An interface analysis is a tool that helps to identify and describe the interactions and dependencies between different components or systems. It does not help to perform a root cause analysis in order to analyze and resolve the discrepancy identified through user acceptance testing, as it does not focus on the causes and effects of the problem. A Delphi estimation is a tool that helps to obtain a consensus among a group of experts on a complex or uncertain issue. It does not help to perform a root cause analysis in order to analyze and resolve the discrepancy identified through user acceptance testing, as it does not provide a systematic and structured way to identify and analyze the causes of the problem. A functional decomposition is a tool that helps to break down a complex system or process into smaller and simpler components or functions. It does not help to perform a root cause analysis in order to analyze and resolve the discrepancy identified through user acceptance testing, as it does not show the relationships and influences between the components or functions. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide3, Root Cause Analysis: Definition, Examples & Methods | Tableau1

The business analyst should use a traceability matrix to help communicate the status of the requirements. A traceability matrix is a document that shows the relationships and dependencies among the requirements, and tracks their changes, verification, and validation throughout the project life cycle. A traceability matrix can help the business analyst and the project manager to monitor the progress and quality of the requirements, and to identify any gaps, issues, or risks. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 20; Business Analysis for Practitioners: A Practice Guide2, page 100.

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.

 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.

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.

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

• PMI Professional in Business Analysis objectives and content: PMI-PBA Certification
• PMI Professional in Business Analysis reference list: PBA Reference List
• PMI Professional in Business Analysis study guide: PMI.com

 The type of requirements that do not trace to a business need are out-of-scope requirements. Out-of-scope requirements are the requirements that are not related to the project scope, objectives, or deliverables, and that do not contribute to the solution of the business problem or opportunity. Out-of-scope requirements are usually identified and excluded during the requirements analysis and traceability processes, to avoid wasting time, resources, and effort on unnecessary or irrelevant features or functions. Out-of-scope requirements can be caused by various factors, such as unclear or changing business needs, conflicting or unrealistic stakeholder expectations, poor communication or elicitation techniques, or lack of validation or verification methods. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 18; Business Analysis for Practitioners: A Practice Guide2, page 92.

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.

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

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.

The business analyst would recommend formal signoff to the group if errors in the product could result in financial solvency. Formal signoff is a process that ensures that the stakeholders agree on and approve the requirements and deliverables of the project. Formal signoff can help to reduce ambiguity, confusion, or disputes among the stakeholders and increase their accountability and commitment to the project. Formal signoff is especially important when errors in the product could result in financial solvency, as it implies that there is a high level of risk, complexity, or regulation involved in the project and that any mistake or defect could have severe consequences for the organization or its customers. The industry being unregulated is not a reason to recommend formal signoff to the group, as it implies that there is less need for compliance or verification of the product quality or performance. The project impact being contained within a small department of the company is not a reason to recommend formal signoff to the group, as it implies that there is less stakeholder involvement or interest in the project outcome or value. The organization following an iterative project life cycle is not a reason to recommend formal signoff to the group, as it implies that there is more flexibility and adaptability in the project scope and deliverables and that feedback and validation are obtained frequently throughout the project. References: Business Analysis for Practitioners: A Practice Guide 1, page 113-114; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 17.

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 strategies and goals analysis is a technique that helps to ensure that the projects are aligned with the organization’s vision, mission, values, and strategic objectives. A strategies and goals analysis helps to identify the business problems or opportunities that the projects are intended to address, and to evaluate the expected benefits and outcomes of the projects. A strategies and goals analysis also helps to prioritize and select the projects that have the highest potential to improve the company’s performance and profitability. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 40.

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.

 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.

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

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

 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.

Requirements baseline is the approved version of the requirements document that serves as a reference point for further changes. Requirements can be changed after they are baselined through a defined process that involves submitting a change request, analyzing the impact of the change, obtaining approval from the stakeholders, updating the requirements document, and communicating the change to the project team and other affected parties. Requirements can be changed at any stage of the project life cycle as long as they follow the defined process. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 10; Business Analysis for Practitioners: A Practice Guide (2015), page 40.

When a 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.

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.

 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.

 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.

Version control is a technique that helps to manage changes to requirements and ensure that only authorized changes are made. It also helps to maintain a history of requirements changes, which records the date, reason, and impact of each change. Tracking the status of each requirement helps to monitor the progress and completion of requirements throughout the project life cycle. These practices help to ensure the integrity of requirements and avoid confusion, inconsistency, or ambiguity. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 8; Business Analysis for Practitioners: A Practice Guide (2015), page 38.

 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 can determine the impact of a new requirement on existing requirements by reviewing the requirements traceability matrix. The requirements traceability matrix is a tool that tracks the relationships and dependencies among the requirements, as well as other project elements such as design, test cases, risks, or issues. By reviewing the requirements traceability matrix, the business analyst can identify which existing requirements are affected by the new requirement and assess the impact of the change on the scope, schedule, cost, or quality of the project. Performing a stakeholder analysis is not a way to determine the impact of a new requirement on existing requirements, as it focuses on identifying and understanding the needs, expectations, and influence of the stakeholders, not the requirements. Using time-boxing to defer the new requirement is not a way to determine the impact of a new requirement on existing requirements, as it postpones the analysis and implementation of the new requirement until a later iteration or phase of the project. Updating the use case documentation is not a way to determine the impact of a new requirement on existing requirements, as it only reflects how the new requirement affects one aspect of the solution functionality, not the entire project. References: Business Analysis for Practitioners: A Practice Guide 1, page 161-162; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline 2, page 19.

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

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

A SWOT analysis is a technique that helps to assess the internal and external factors that may affect the success of a solution or an option. A SWOT analysis involves identifying the strengths, weaknesses, opportunities, and threats of each option, and comparing them with the business problem and the desired outcomes. A SWOT analysis can help the stakeholders to evaluate the feasibility, viability, and desirability of each option, and to select the best one based on the strategic alignment and the business value. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 41.

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.

 The MoSCoW technique is a prioritization technique that helps to rank requirements according to their importance and urgency. The acronym stands for Must have, Should have, Could have, and Won’t have. This technique can help the business analyst to manage requirements by focusing on the most critical ones and minimizing the scope creep. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 19.

 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.

 Brainstorming is a technique that allows the collection of the maximum number of ideas on a subject from a group without considering the validity or practicality of the ideas. The purpose of brainstorming is to generate as many ideas as possible in a short time, without judging or evaluating them. The ideas can be later prioritized, categorized, or refined by using other techniques. Interviewing is a technique that involves asking questions to individuals or groups to elicit information, opinions, or feedback. Prototyping is a technique that involves creating a model or a representation of a solution or a part of it to validate requirements, assumptions, or concepts. Surveying is a technique that involves collecting data from a large number of respondents using predefined questions and formats. References: Business Analysis for Practitioners: A Practice Guide, page 71-72; PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 15.

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.

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

The 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.

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.

According to the PMI Guide to Business Analysis, a data dictionary is a tool that defines and describes the data elements and their attributes in a consistent and standardized way. A data dictionary can help to minimize the risk of misunderstanding or misinterpreting data items mentioned in the requirements documents, as it provides a common language and reference for all stakeholders involved in the project. A data dictionary can also help to ensure the quality, accuracy, and completeness of the data requirements. Planning a peer review, asking for a formal acceptance, or holding a workshop are other ways to improve the clarity and understanding of the requirements specification, but they do not address the specific issue of defining and describing the data items. References: PMI Guide to Business Analysis, page 169-170.

Time-boxing is a prioritization technique that involves allocating a fixed amount of time or resources to each requirement or backlog item. Time-boxing can help the business analyst to review the amount of work the team is capable of delivering based on the approved project schedule by setting deadlines and constraints for each requirement or backlog item. Time-boxing can also help to focus on the most valuable and feasible requirements or backlog items and avoid scope creep or gold plating. References: = PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 11; Business Analysis for Practitioners: A Practice Guide (2015), page 66.

 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 business analyst must perform a cost-benefit analysis in order to complete the business case and arrive at a solid recommendation. A cost-benefit analysis is a technique that compares the costs and benefits of different options or alternatives for solving a business problem or achieving a business opportunity. A cost-benefit analysis helps to evaluate the return on investment (ROI), the net present value (NPV), and the payback period of each option, and to select the most optimal one based on the business value and the strategic alignment. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 10; Business Analysis for Practitioners: A Practice Guide2, page 40.

 Moscow analysis is a tool or technique that the business analyst can use with the stakeholders to prioritize the requirements to determine which requirements are approved, deferred, or rejected. Moscow analysis is a method of categorizing requirements into four groups: must-have, should-have, could-have, and won’t-have. Must-have requirements are essential and non-negotiable for the project success. Should-have requirements are important but not critical for the project success. Could-have requirements are desirable but not necessary for the project success. Won’t-have requirements are out of scope or low priority for the current project. Moscow analysis can help to identify the most valuable and feasible requirements that can be delivered within the available time and budget. It can also help to manage stakeholder expectations and resolve conflicts or disagreements on the priority of the requirements. SMART goals is a tool or technique that can be used to define clear and measurable objectives for a project or a process, but it does not help to prioritize the requirements. SMART goals are specific, measurable, achievable, relevant, and time-bound. SWOT analysis is a tool or technique that can be used to assess the strengths, weaknesses, opportunities, and threats of a project or a process, but it does not help to prioritize the requirements. SWOT analysis can help to identify the internal and external factors that affect the project or process performance and quality. Timeboxing analysis is not a standard tool or technique in business analysis, but it may refer to a method of allocating a fixed amount of time for each task or activity in a project or a process, but it does not help to prioritize the requirements. Timeboxing analysis can help to manage time and resources efficiently and effectively. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page 95.

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

 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.

A requirements traceability tool is a tool that provides combined functionality for business analysis and quality assurance activities. It helps to document and track the relationships and dependencies among the requirements, the sources of the requirements, and the project deliverables. It also helps to monitor the status, changes, and verification of the requirements throughout the project life cycle. A requirements traceability tool can also support the analysis, validation, and testing of the requirements, as well as the evaluation of the solution quality and performance12.

A functional specification tool is a tool that helps to define and document the functional requirements of a system or a solution. It describes the features, functions, behaviors, and inputs and outputs of the system or the solution. It also specifies the acceptance criteria and the expected results of the system or the solution. A functional specification tool is mainly used for business analysis activities, but not for quality assurance activities13.

A system use case modeling tool is a tool that helps to illustrate and communicate the interactions and scenarios between the users and the system or the solution. It uses diagrams, symbols, and text to represent the actors, use cases, relationships, and flows of events of the system or the solution. It also defines the preconditions, postconditions, and exceptions of each use case. A system use case modeling tool is mainly used for business analysis activities, but not for quality assurance activities14.

A solution quality assurance tool is a tool that helps to measure and evaluate the quality of the system or the solution. It uses various methods and techniques, such as testing, inspection, review, audit, and feedback, to check the quality of the system or the solution against the quality standards and criteria. It also identifies and reports any quality issues, defects, or errors of the system or the solution. A solution quality assurance tool is mainly used for quality assurance activities, but not for business analysis activities1 .

References: 1 PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline, page 9-11; 2 Business Analysis for Practitioners: A Practice Guide, page 121; 3 Business Analysis for Practitioners: A Practice Guide, page 133; 4 Business Analysis for Practitioners: A Practice Guide, page 135; Business Analysis for Practitioners: A Practice Guide, page 125

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

 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.

Root cause analysis is a technique that involves identifying and analyzing the underlying causes of a problem or an issue. Root cause analysis can help the business analyst to determine how the selection criteria requirement was missed, and to prevent similar errors from occurring in the future. Root cause analysis can be done using various tools, such as fishbone diagram and the Five Whys. A fishbone diagram is a graphical tool that organizes the possible causes of a problem into categories, such as people, process, technology, environment, etc. A fishbone diagram can help the business analyst to visualize the relationships between the causes and the effects, and to identify the most likely root causes. The Five Whys is a questioning technique that involves asking “why” repeatedly until the root cause of a problem is revealed. The Five Whys can help the business analyst to drill down into the details of the problem, and to uncover the underlying factors and assumptions that led to the missed requirement. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 21; Business Analysis for Practitioners: A Practice Guide2, page 101.

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

 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.

 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.

 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.

 According to the PMI Guide to Business Analysis, a requirements traceability matrix is a tool that helps to ensure that the requirements are aligned with the business needs and objectives, and that they are verified and validated throughout the project life cycle. A requirements traceability matrix can also help to identify gaps, redundancies, and inconsistencies in the requirements. If the requirements matrix did not adequately track back to client requirements, it could result in a product that does not meet the client’s expectations or specifications, even if it passes the test plan. Therefore, it is important to establish and maintain a clear and accurate traceability of requirements from their source to their implementation and verification. References: PMI Guide to Business Analysis, page 179-180.

The business analyst should 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.

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

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