PMI-PBA Practice Questions

The purpose of reviewing the system use cases and screen mockups with the client team is to

validate that the system is aligned with the stakeholder requirements. Validation is a process of

ensuring that the solution meets the needs and expectations of the stakeholders and delivers value

to them. Validation involves checking whether the solution is feasible, acceptable, complete, correct,

consistent, and testable. By walking through the artifacts with the client team, the business analyst

can obtain feedback, confirm understanding, identify gaps or errors, and resolve issues. Verifying

that the documents are aligned with the transition requirements or the solution requirements are

possible outcomes of the review meeting, but they are not the main purpose. Verifying that the

system is aligned with the quality requirements is not relevant to this scenario, as quality

requirements are related to how well the solution performs rather than what it does. Reference: PMI

Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business

Analysis for Practitioners: A Practice Guide2, page 76.

A force-field analysis is a tool that helps to identify and analyze the factors or forces that support or oppose a change or an initiative. It can help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative by showing the pros and cons of the initiative, as well as the relative strength and importance of each factor. A force-field analysis can also help to develop strategies to increase the supporting forces or decrease the opposing forces, or both, to achieve the desired outcome. A PEST analysis is a tool that helps to examine the external factors that affect an organization or an initiative, such as political, economic, social, and technological factors. It does not help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative, as it does not show the internal factors or the balance of forces. A feasibility analysis is a tool that helps to evaluate the viability and suitability of a project or an initiative, as well as the risks and benefits associated with it. It does not help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative, as it does not show the supporting and opposing forces. A gap analysis is a tool that helps to compare the current state and the desired state of a process, a product, or a service, and identify the gaps or differences between them. It does not help to facilitate the decision-making process when stakeholders do not agree on the value of an initiative, as it does not show the factors or forces that influence the initiative. Reference: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, PMI Guide to Business Analysis2, Business Analysis for Practitioners: A Practice Guide3, What is Force Field Analysis: Definition and Example

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. Reference: = PMI Professional in

Business Analysis (PMI-PBA)® Examination Content Outline (2019), page 14; Business Analysis for

Practitioners: A Practice Guide (2015), page 17.

The project life cycle is a key factor that drives the selection of business analyst activities to be

included in the project. 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 p

, 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 type, level, and timing

of the business analysis activities, such as elicitation, analysis, documentation, validation, and

management of the requirements. Reference: PMI Professional in Business Analysis (PMI-PBA)®

Examination Content Outline1, page 15; Business Analysis for Practitioners: A Practice Guide2, page

84.

Communication is a technique that involves exchanging information and feedback with stakeholders

throughout the project life cycle. Communication can help the business analyst to deal with

conflicting requirements by informing the stakeholders about the nature, cause, and impact of the

conflict, and facilitating a resolution that satisfies their needs and expectations. Communication can

also help to prevent or reduce future conflicts by establishing clear and consistent channels,

methods, and frequency of communication. Reference: = PMI Professional in Business Analysis (PMI-

PBA)® Examination Content Outline (2019), page 9; Business Analysis for Practitioners: A Practice

Guide (2015), page 61.

Team peer review is a technique that is used to identify ambiguous or unverifiable requirements.

Team peer review is a technique that involves having a group of peers or experts examine and

evaluate the requirements for quality, completeness, correctness, clarity, consistency, and testability.

Team peer review can help to identify any ambiguous or unverifiable requirements that may cause

confusion, misunderstanding, or errors in the project. Team peer review can also provide feedback

and suggestions for improvement or resolution of any issues or defects in the requirements.

Fishbone analysis is not a technique that is used to identify ambiguous or unverifiable requirements.

Fishbone analysis is a technique that is used to identify the root causes of a problem or an effect by

analyzing its contributing factors and their relationships. Fishbone analysis can help to understand

why a problem exists or why an effect occurs, but it does not directly examine or evaluate the quality

of the requirements. Resource checklist is not a technique that is used to identify ambiguous or

unverifiable requirements. Resource checklist is a tool that is used to identify and document the

resources needed to perform business analysis activities, such as people, tools, facilities, equipment,

etc. Resource checklist can help to plan and manage the resources required for business analysis

work, but it does not assess or verify the quality of the requirements. Traceability matrix is not a

technique that is used to identify ambiguous or unverifiable requirements. Traceability matrix is a

tool that is used to track and document the relationships and dependencies among requirements

and other project elements, such as design, test cases, risks, issues, etc. Traceability matrix can help

to monitor and control changes to requirements and ensure alignment with project objectives and

stakeholder needs, but it does not measure or validate the quality of the requirements. Reference:

Business Analysis for Practitioners: A Practice Guide 1, page 162-163; PMI Professional in Business

Analysis (PMI-PBA)® Examination Content Outline 2, page 19-20.

A RACI matrix is a tool that defines the roles and responsibilities of stakeholders in a project or a

process. It clarifies who is Responsible, Accountable, Consulted, and Informed for each task or

deliverable. The business analyst should refer to the RACI matrix to identify who is responsible for

signoff, as this person has the authority and accountability to approve the solution and its testing

results. Contacting the sponsor, the stakeholder who provided the majority of requirements, or the

project manager may not be appropriate, as they may not be the designated person for signoff

according to the RACI matrix. No signoff is necessary is incorrect, as signoff is an important step to

confirm that the solution meets the requirements and acceptance criteria. Reference: PMI

Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business

Analysis for Practitioners: A Practice Guide2, page 77.

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.

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. Reference: 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.

Managing solution scope is the task of ensuring that the solution meets the agreed-upon

requirements and delivers the expected value to the stakeholders. Managing solution scope involves

analyzing the impact of any changes to the scope, assessing the feasibility and risks of the changes,

and obtaining approval from the stakeholders before implementing the changes. Managing solution

scope can help the business analyst to identify the impacts, dependencies, or risks associated with

the addition to the scope. Reference: = PMI Professional in Business Analysis (PMI-PBA)®

Examination Content Outline (2019), page 14; Business Analysis for Practitioners: A Practice Guide

(2015), page 83.