PMI-PBA Exam Dumps - PMI Professional in Business Analysis Questions and Answers

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. 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 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.

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.

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.

 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.

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.

A review is a technique that involves examining a work product, such as requirements, to identify errors, omissions, inconsistencies, or ambiguities. A review can be formal or informal, depending on the level of rigor and documentation required. A review can be conducted by the business analyst alone or with other stakeholders, such as the project manager, the sponsor, the subject matter experts, or the end users. A review can be done through various methods, such as reading, walkthroughs, inspections, or peer reviews. The purpose of a review is to ensure that the requirements are clear, complete, correct, and consistent, and that they meet the quality standards and expectations of the stakeholders. By conducting a review, the business analyst can obtain approval from the stakeholders and confirm their agreement and commitment to the requirements. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 23; Business Analysis for Practitioners: A Practice Guide2, page 131.

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

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

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

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

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

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

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

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

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. References: PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline1, page 13; Business Analysis for Practitioners: A Practice Guide2, page 76.

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.